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What are the Methods for Managing Conflict ?

This article throws light upon the top three methods adopted for managing conflict in an organisation. The methods are: 1. Collective Bargaining 2. Conciliation and Mediation 3. Arbitration. Method # 1. Collective Bargaining: It is the process of direct negotiation on a collective or group basis between the representatives of employers and their employees for […]

Conflicts: Meaning, Causes and Results | Industries

After reading this article you will learn about:- 1. Meaning of Conflicts 2. Sources of Conflict 3. Stages 4. Causes 5. Views 6. Impact 7. Results 8. Resolution. Meaning of Conflicts: Disputes between individuals and between groups are characteristic of human behaviour. Conflict (dispute) is a type of behaviour which occurs when two or more […]

Notes on Functional Areas of Management

This article throws light upon the top four functional areas of management. The functional areas are: 1. Production Management 2. Financial Management 3. Personnel/Human Resource Management 4. Marketing Management. Functional Area # 1. Production Management: The term ‘production’ was closely associated with manufacturing physical goods and, therefore, production management was also known as manufacturing management. […]

Notes on Management in an Organisation

Here is a compilation of notes on management. After reading these notes you will learn about:- 1. Meaning of Management 2. Features of Management 3. Objectives 4. Nature 5. Importance 6. Functions 7. Tasks 8. Aspects 9. Levels. Contents: Notes on the Meaning of Management Notes on the Features of Management Notes on the Objectives […]

Notes on Techniques of Scientific Management by Taylor

This article throws light upon the top nine techniques of scientific management introduced by Taylor in order to improve work efficiency and organisational productivity. Some of the techniques are: 1. Separation of Planning and Doing 2. Functional Foremanship 3. Job Analysis 4. Standardisation of Work 5. Financial Incentives 6. Differential Rate System 7. Scientific Selection […]

Notes on Principles of Scientific Management Theory

This article throws light upon the top five principles of scientific management theory suggested by Taylor. The principles are: 1. Rule of Thumb should be Replaced with Science 2. There should be Harmony, not Discord in Group Action 3. Cooperation, not Individualism 4. Maximum Output, not Restricted Output5. Development of Workers to their Fullest Capacity. […]

Notes on McKinsey 7S Framework

This article throws light upon the 7S model developed by McKinsey for understanding the framework of management. The seven S are: 1. Strategy 2. Structure 3. Systems 4. Style 5. Staff 6. Skills 7. Shared Values. 1. Strategy: Strategy making is an important variable that affects managerial excellence. Strategy means determination of objectives and allocation […]

Notes on Authority: Meaning, Types and Limitations | Organisation

After reading this article you will learn about:- 1. Meaning of Authority 2. Features of Authority 3. Types 4. Accountability 5. Limitations. Meaning of Authority: Authority is the right to carry out the assigned tasks (responsibilities). It is the power to issue directions, allocate resources, make decisions, command people etc. Authority is the power of […]

Top 4 Theories of Authority | Organisation

This article throws light upon the top four theories of authority. The theories are: 1. Formal or Classical Theory of Authority 2. Acceptance Theory of Authority 3. Authority Theory of the Situation 4. Competence Theory of Authority. 1. Formal or Classical Theory of Authority: This is known as top-down authority. It supports the principle of […]

Power of Superiors: Meaning and Sources | Organisation

After reading this article you will learn about the meaning and sources of power of superiors in an organisation. Meaning of Power: While authority is the right of a person to give directions, power is the ability to do so. Power does not depend upon a person’s position in the organisation. It is derived from […]

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