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Ans. Scientific management . F.W.Taylor (1856-1915) is called the father of scientific management. He laid emphasis on the necessity of accepting the scientific approach in the management of an organisation. He was primarily concerned with the efficiency of workers and optimum utilisation of machines and other resources in order to bring up a sound enterprise. Taylor, who worked  in different capacities in the mining industry, saw the urgent necessity for  elimination of wastage, which was rampant in the industrial organisations. He felt that the only way to avoid wastage and achieve efficiency would be to apply scientific methods in the field of management. Scientific management implies to application of science to management. It emphasizes on the conduct of business activities through standardized tools and methods and use of trained personnel. It helps to increase output, reduce costs and wastages and improve  the quality of output.   In the words of T...

Ans. The bureaucracy model of management was developed by Max Weber, a German sociologist. Max Weber considered bureaucracy as the most efficient form of management for a large and complex organisation in any branch of human activity.   His model is characterised by the following features: (1) Hierarchy of authority i.e., a well-defined chain of command. (ii) Clear-cut division of work based upon competence and specialisation.  (iii) System of Rules and Regulations clearly spelt out. (iv) Work procedure involving standardisation of methods. (v) Selection, placement and promotion of workers based upon their merits and competence and job performance. (VI) Professionalism in bureaucracy, on the assumption that the system cannot work effectively unless it is staffed by highly competent and specialised people. (vi) Authority and power vesting in each office or position in the organisation and not in an individual. (viii) Impersonality in human relations. Relat...

Ans. Features of classical approach to management: (i) It is closely related with the industrial revolution and its fruits, i.e. the growth of large scale undertakings which demand the new form of organisation and management practices. (ii) Traditional or classical theory of organisation and management is based on contributions from a number of sources, including scientific management, administrative management theory, bureaucratic model, micro-economics and public administration. (iii) Management thought is focussed on—(a) job content, (b) structure, (c) division of labour, (d) function of management, (e) standardisation, simplification and specialisation, (f) scientific approach towards organisation and management, and (g) primary incentives based on physiological needs of the workers. This approach to management is based on the following tenets: (i) Management is a process which consists inter-related functions to be performed for achieving the desired results. ...

Nature of co-ordination: The nature or characteristics of co-ordination are:  (1) Coordination integrates group efforts. The concept of coordination always applies to group efforts. The need for orderliness and integration arises only when more individuals are working together. As different  individuals come from different backgrounds, have different styles Of working, so there is a need to unify their efforts in a common direction.  (ii) Coordination ensures unity of action. The purpose of coordination is to secure unity of action in the realisation of a common purpose. (iii) Coordination is a continuous process. Coordination is not a one time  activity. It begins at the planning stage and continues till controlling, i.e., the very end. (iv) Coordination is an all-pervasive activity. It is needed in all departments  as well as at all levels of management. It is not the responsibility of top  management only. Managers at all levels are responsibl...

Coordination is the orderly arrangement of group effort to provide of action in pursuit of a common purpose, It is the orderly arrangement of effort by which a manager synchronizes the activities of different departments  individuals working in these departments towards the achievement of a common goal. Coordination is required at all levels of management: (i) The top level management has to take care that there is coordination between the organisation's goals and goals of different departments, (ii) The middle-level management, i.e., the departmental managers have to   coordinate their departmental plans in order to relate them to the plans of other departments. For example, the work of Production Department and the Sales  Department have to be coordinated because unless there is timely production of goods, the Sales Department cannot achieve its sales  targets. (iii) At the lower-level management. Coordination between the workers and top  as ...

 Management refers to the art of getting the things done through others. It deals with the human element of an organisation and aims at achieving the goals and objectives of the organisation. Management plays a key role in utilising the scarce resources of an organisation both effectively and efficiently. The concept of management revolves around the inter-relationship between its functions and its impact on the utilisation of various resources. Management is concerned with effective and efficient integration and coordination of available resources to achieve organisational goals and objectives. Management aims at achieving personal and organisational goals through proper planning, organising, staffing, directing and controlling. Various authors have defined management in different ways. Following are some important definitions of management given by some known authors. "Management is the process of designing and maintaining an environment in which individuals working tog...