1. BUS 211-PRINCIPLES OF MANAGEMENT IBY
DR KIFORDU ANYIBUOFU ANTHONY
                  BUS 211-PRINCIPLES OF MANAGEMENT I by DR KIFORDU ANYIBUOFU ANTHONY is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

2. COURSE OUTLINE Concept of Management Principles of Management
Processes of Management
Significance and Evolution of Management
Functions of the Manager
Planning : Nature and Purpose
Organization: Nature and Purpose
Span of Management

3. Outline contd Departmentalization Line and Staff Authority
Service Department
Staffing and Directing
Selection of Managers
Appraisals of Managers
Management Development

4. Class/Ground Rules You are late 10minutes after lectures has started.
All hands sets must be switched off during lectures.
Attendance must be filled with the class Captain
The class should be interactive

5. Learning Outcomes/Objectives
Students should be able to :
Understand the concept of Management
Understand the key functions of management
Understand the selection of managers
Understand Appraisal of Managers
Knowledge of Management Development

6. Methodology/Structure
1. Continuous Assessment -30%
Examination -70%
Attendance 75%

7. Concept of Management
Outcomes- Similarities and Differences between the Classical and Behavioural Theories
Describe System theories and Contingency theories as they differ from classical and behavioural theories
Define-Classicals, behavioural and Management theories against system, sociotechnical and contingency theorists

8. Concept of Management contd
"Management is an art of knowing what is to be done and seeing that it is done in the best possible manner." (planning and controlling)
F.W. Taylor (father of scientific management)
"Management is to forecast, to plan, to organize, to command, to coordinate and control activities of others."
Henri Fayol (father of modern management)
"Management is the process by which co-operative group directs actions towards common goals."
Joseph Massie
"Management is that process by which managers create, direct, maintain and operate purposive organisation through systematic, coordinated and cooperative human efforts."
McFarland

9. Management as an Art
Management can be an art in the sense that it has the following characteristics:
The knowledge should be learned and practiced, just as medical or legal practitioners practice their respective sciences.
The manager gains experience by continuous application of management knowledge and facing new experiences. This helps to develop more skills and abilities for translating knowledge into practice.
Application calls for innovativeness and creativity.
The fourth reason is that in many situations, theoretical knowledge of management may not be adequate or relevant for solving the problem. It may be because of complexity or unique nature of the problem.

10. Management as a Science
Management as a science has the following characteristics:
Its principles, generalizations and concepts are systematic. In this case the manager can manage the situation or organization in a systematic and scientific manner.
Its principles, generalizations and concepts are formulated on the basis of observation, research, analysis and experimentation, as is the case with the principles of other sciences.
Like other sciences, management principles are also based on relationship of cause and effect. It states that same cause under similar circumstance will produce same effect. Suppose if workers are paid more (cause), the produce more (effect).
Management principles are codified and systematic, and can be transferred from one to another and can be taught.
Management principles are universally applicable to all types of organizations

11. Theories of Management
Classical
Behavioural
Management Science
Integrative Perspective
Contingency

12. Classical Theory
Focused on job and management functions to determine the best way to manage organisation.
Early 1900s
Managing departments and organisations
Proponents of Scientific management and Administrative theory.

13. Scientific Management
Job efficiency through development of technical skills(F.W.Taylor, Frank and Lilian Gilbert and Henry Grant s)
Developed a procedure for each element of worker’s job.
Promoted job specialisation
Selected, trained and developed work scientifically
Plan and schedule work
Establish standard methods and time for task
Use wage incentives such as piece rates and bonuses

14. Administrative Theory
They believed in rules and structure of the organisation (Henry Fayol, Chester Benard, Max Weber and Mary P. Follet-late )
Planning, coordinating, organising, controlling and commanding functions of management.
14 principles of management
Bureaucracy concept

15. Administrative Theory contd
Worker participation, conflict resolution and shared goals
Awareness of informal organisations like cliques and social groupings
Promoted behavioural theory rather than organisations
Today, Mr Bigs, Macdonals, Shoprite etc adopted some elements of the classical theory

16. Behavioural Theory
Elton Mayo, Abraham Maslow, Douglas McGregor s )
Focus on people-human skills rather than technical skils
Human relations- Hawthorne effect
Theory X(dislikes work) and Theory Y-(likes to work)- reorientation of management thinking
Behavioural science draws from economics, accounting, psychology, sociology and humanities

17. Management Science
-The use of mathematics to aid in problem solving and decision making. -Applied in World War II, Quantitative methods, MIS etc. Related to classical. - Stresses technical more than human skills

18. Integrative Perspective
Systems theory
Sociotechnical theory
Contingency theory

19. Systems theory
Russel Ackoff, Harold Koontz, Daniel Katz, Robert Kahn – 1950 – 1980s.
1.Organisations viewed as a whole and as the interrelationship of its parts.
2. Organisation transforms inputs(resources) into outputs (products and/or service)
3. Conceptual skills to understand organisation’s subsystem

20. Sociotechnical theory
They believe in integrating people with technology s Eric Trist,Ken Bamforth and Fred Emery - If today's manager fails to integrate both factors performance will be poor.

21. Contingency Theory
Focused on determining the best management approach for a given situation.
1960s-1970s-Tom Burns and George Stalker
Two environments-Stable and Innovative
Stable-where there is little change
Innovative-great changes
Two management system-Mechanistic and Organistic

22. Contingency theory contd
Mechanistic-similar to bureaucratic classical theory
Organic-non bureaucratic and similar to behavioural theory
Note : Mechanistic works with mass production technology(automobile) while Behavioural works with small batch custom made products such as crude oil refinning

23. Management Skills Technical Skills- Application of Techniques
Interpersonal Skills –Ability to understand, communicate, and work well with individuals and groups.
Decision making skills
-Conceptual skills
Diagnostic, analytical and critical thinking
Quantitative reasoning
Time management

24. Management Roles Interpersonal Roles Informational Roles
Decisional Roles

25. The Three Levels of Management
Top Managers
Middle Managers
First Line Managers

26. The Principles of Management
14 Principles, Henry Fayol:
Division of work
Authority and responsibility
Discipline
Unity of command
Unity of direction
Subordination of individual interest
Remuneration of personnel
Centralisation

27. Principles of mgt contd
8. Centralisation
9. Scalar chain
10. Order
11. Equity
12. Stability and tenure personnel
13. Innitiative
14. Espirit de Crps

28. Processes of Management
                  BUS 211-PRINCIPLES OF MANAGEMENT I by DR KIFORDU ANYIBUOFU ANTHONY is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.