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Factors of Production

Intangible (boss giving instructions)

Universal Principles

Art + Science

Determining goals Achieve goals Resource Utilisation Cost saving Efficiency Equilibrium btw all stakeholders Innovative

to organize, compound, coordinate , Control

Frederick Taylor

Rule of Thumb: Select Train Cooperate Divide work Achieve goal

too much focus on logic other needs of man - physical, mental, emotional not considered monotony due to working the same thing for a long time lack of upskilling - eliminates some workers

Henri

Planning, Organising Commanding Coordinating Controlling

Max Webber

clear heirarchy division of labour detailed rules imperosnal relationship

red tapism less dicretion

Consistent Employee Behaviour Overlapping or conflicting jobs removed

Admin concerned with providing broad goals and objectives Management concerned with achieving those goals and policies

focusses on individual behavior through psychology socio, anthro it focussed on shortcomings of classical management theory (which was concerned infividual productivity and economy(

Operations Quantitative Qualitative Info of Management (data collection)

Planning Organisation Controlling Directing Staffing

a type of work activity that can be identified and distingusihed from the other work

to determined what are the goals + execution

Identify, Classify, Assignment of duties,Collaborate Assets/Resources/Human Resources , Designating Authority

Putting right person for the right job (Recruitment,selection, placement, training, remuneration, promotion, transfer)

supervising, direct workers to achieve efficiency, motivation, leadership, communication, grievance redressal

Restraints or guidelines to be forced on the system - establishment of standard, measurements of performance

Division of labour Authority Responsibilities Discipline Unity of Command, Direction Subordination of Individual to Organisational interest Remuneration

Distirbution or Decentralisation of Authority Scalar chain - chain of authority from highest to lowest - should not be short circuited organisation equity and justice (towards treatment of subordinates) stability of tenure Initiative - to carry out a task Esprit de Corps - This fosters brotherhood among employees. extension of principal of Unity of Command)

Input, Process, Output, Feedback, Environment

Vague Approach difficult to apply to large organisations does not specify any tool, techniuqe for managers does not specify nature of interactions and interdependencies

decision making approach adopting single rigid system is not good for the long term most appropriate style should be dependent on contingency and keep changing there is no one best way to manage

Chain of Authority

Top/Senior level - Strategic , setting long term goals Middle - Tactical ,- identifying short term specific goals to be achieved Lower /Executive - Operational - setting of work standards and schedules and procedures

Interpersonal - Figure Head, Leader, Liason (establish, network, linkages both outside and inside the organisation)

Monitor, Disseminator, Spokesperson (MSD)

Entrepreneurship Distribution of resources Negotiator crisis handler

push in a particular direction to achieve a goal

Enable Behaviour change by approval of seniors

accepting everything by default (Cookies notice on Websites)

Define change Stakeholders analysis Timeline Inclusive Decision Making Receptive to Feedback Remove bottlenecks/obstructions Consistency

Unsatisfied needs and wants Tension Actions to satisfy needs and motives Goal Accomplishment Feedback

Source - Extrinsic ( punishment)& Intrinsic(self achievement) Approach - Positive (reward)& negative(punishment,fear) Incentive - Monetary(salary) & Non monetary (recognition)

free leader, non interfering type avoids power and responsibilities passes on responsibility decision making to his subordinates takes min. initiative gives no direction allows the group to establish its own rules and work out its own problems

strictly follow rule and regulations make sure employees foolw all rules and regulations required in cases of hazardours industries /govt / private corporation

leader is like a father figure Relationship bte leader and his group is the same as the relationship btw the head of the family and members of the family

Passive role of leader supervised employees intervenes only in the event of performance problems or needs for exceptions

both rewards and punishment contingent on the performance focus on leader-subordinate relationship

leading by example focusing on strengths and weakness of employees enhancing their capabilities

Achievement drive Leadership motivation Honesty Integrity self confidence cognitive ability knowledge business emotional maturity good communication skills

Leaders are not made Leaders are born posess certain attributes that sets them apart

House, Evans

Leader directs supports participates and helps in goal achieving

leadership acc to readiness of subordinates

Leaders characterized on a LPC (Least Preferred co worker scale) Low LPC score - task oriented High LPC score - relationship oriented

Degree of control maintained by leader

Technology recruitment health safety maintenance empowerment social housing support

people place process technology

Computer-Aided Facility Management (CAFM) Computerised Maintenance Management System - CMMS Internet of Things (IOT) Building Information Modelling - BIM Energy Management System - EMS Emergency Response Planning

Motivation Hyegiene theory

Drucker

chalkiing out future course of action deciding in advance appropriate course of action

bringing together all resources to achieve the goal