Module 1 Notes (PDF)

Module 1 Dr. Bhagyalakshmi S Pai Asst. Prof. DMPS RCSS Agenda Introduction to Management Management: Definition, Nature and Process Significance of Management; Role of Managers Managerial Skills and Roles ...

Module 1 Dr. Bhagyalakshmi S Pai Asst. Prof. DMPS RCSS Agenda Introduction to Management Management: Definition, Nature and Process Significance of Management; Role of Managers Managerial Skills and Roles  Frederick Taylor defines Management as the art of knowing what you want to do in the best and cheapest way. Peter Drucker, "Management is a multi-purpose organ that manages business and manages managers and manages workers and work". Henry Fayol, "To manage is to forecast and to plan, to organize, to command, to coordinate and to control". Definitions Mary Parker Follet- the act of getting things done through people. Video 1 - Power of Good Management ACTIVITY 1 Prepare a Business Plan Outline 1. Business Idea 2. Mission and Vision 3. Goals and Objectives 4. Strategies 5. Resources Video 2 – Who is a leader ? Nature of Management Management as a Science Management satisfies these requirements to a certain extent: Management is a systematic body of knowledge with its own theories and principles. The principles of management also evolved through repeated experimentation. But since management deals with humans, the outcome of the experiments is significantly unpredictable. The principles of management do not have a universal applicability and need modification under different circumstances. Thus, it can be said that management is not an exact science. It is a social science as it deals with humans or in the words of Ernest Dale – ‘Management is a soft science’. Management as an Art Art implies application of knowledge. It is highly personalized activity to achieve desired goals. Since, art varies from person to person it is prone to failure. Just like any other art: Management is also application of knowledge in different situations. Management is a highly personalized activity and varies from manager to manager. Thus, management is also prone to failure. Management is action-oriented to achieve organizational objectives. Thus, management is a perfect art or rather a fine art. Management as a Profession According to McFarland, various characteristics of a professional activity are: Based on special skills and knowledge formal methods of acquiring these skills an apex body which issues guidelines for professionalization of the occupation a uniform code of conduct to regulate the members providing service for a fee. social responsibility. Management is a professional activity like doctors and lawyers. Although every organization tries to design their ethical codes of behaviour individually, there is absence of a uniform code of conduct. Thus, management can be considered as a developing profession. ❖ Management is a goal-oriented process: Every organisation has formed for some specific purpose. The goal of management should be to achieve these purposes. These should be simple and clearly stated. ❖ Management is all pervasive: The activities involved in managing an organisation are common to all whether it is performed economic, social or political activity. A petrol pump needs to be managed as much as a hospital or a school ❖ Management is multidimensional: Management is a complex activity that has three main dimensions. These are: (a) Management of work: (b) Management of people: (c) Management of operations: ❖ Management is a continuous process: The process of Characteristics of management is a series of continuous, composite, but separate functions (planning, organising, directing, staffing and controlling). Management ❖ Management is a group activity: An organisation is a group of diverse individuals with different needs. Every member of the group has a different purpose for joining the organisation but as members of the organisation they work towards fulfilling the common organisational goal. This requires team work and coordination of individual effort in a common direction. ❖ Management is a dynamic function: Management is a dynamic function and has to adapt itself to the changing environment. An organisation interacts with its external environment which consists of various social, economic and political factors. In order to be successful, an organisation must change itself and its goals according to the needs of the environment. ❖ Management is an intangible force: Management is an intangible force that cannot be seen but its presence can be felt in the way the organisation functions. Characteristics of Management Video 3 – Practical scenario –Gen Z https://www.youtube.com/watch?v=GON5fNGoDPk Process of Management  Process of Management Planning Organising Staffing ❖ Planning is the most basic or primary function. ❖ Organizing establishes harmonious ❖ The best form of planning and organizing relationships among the members of an will yield no result without manpower. ❖ It is a mental process requiring the use of organization by providing them with intellectual faculties, foresight, imagination adequate authority and responsibility. It ❖ The function of staffing fills this gap. It and sound judgment. clearly specifies the task of each individual helps in trying to put the right man in the and the extent to which he can carry it out. right job. ❖ Three important aspects of planning are forecasting, decision making and problem ❖ It groups the task in such a manner that ❖ The staffing function involves recruitment, solving. each individual knows the task to be selection, training, development and performed by him and thereby creates a appraisal of personnel. ❖ It decides in advance what to do, how to structure of authority and responsibility do, when to do and who is to do it. among them to achieve organizational ❖ The staffing function has gained objectives. importance, with the growing size of an ❖ Planning involves systematic thinking organization, improvement in technology about the manner in which specified ❖ A good organization helps to avoid and recognition of the human factor in objectives are to be achieved in future. overlapping and duplication of work. industry.  Process of Management Directing Controlling ❖ Directing may be defined as a function of management which is related ❖ Controlling as a function of management deals with checking and with instructing, guiding and inspiring the human factor in an organization verifying the activities that have been performed against the pre- to achieve its objectives. determined standards. ❖ Not only orders and instructions, guiding, supervising, influencing and ❖ Controlling helps to take corrective action if the results do not motivating the subordinates in their jobs. conform to plans already established. ❖ Through direction, management initiates action. It is a function that is ❖ Another important function of management is coordination. It carried out throughout the organization. ensures unity of action. ❖ Direction consists of three important sub-functions or elements, namely ❖ It is one word that best suggests the sum total of all managerial motivation, leadership and communication. functions and that it is not one of its functions. ❖ Through motivation subordinates are stimulated to work effectively, ❖ Coordination is otherwise termed as the manager’s functions. through leadership they are influenced and guided and through communication they are provided with proper information to vary out their ❖ Coordination is the orderly arrangement of group effort, to provide activities to accomplish the results. unity of action in the pursuit of a common purpose.  Significance of Management ❖ Goal Achievement: Management helps ❖ Group Objectives: It aligns individual in setting and achieving organizational ❖ Economic Prosperity: Effective objectives with organizational goals, goals efficiently. It provides direction and management contributes to ensuring that all members work ensures that all efforts are aligned economic growth by improving towards the same purpose. towards common objectives production efficiency and thus increasing the welfare of society ❖ High-Quality Goods and Services: ❖ Resource Optimization: Effective Through effective management, management ensures optimal use of ❖ Dynamic Organization: Management organizations can produce high- resources such as time, money, and helps organizations adapt to changes quality goods and services, human resources. This leads to increased in the environment, ensuring long- enhancing customer satisfaction and productivity and reduced wastage term sustainability and loyalty. competitiveness ❖ Efficiency and Effectiveness: By ❖ Job Creation: Management plays a planning, organizing, and controlling ❖ Leadership and Motivation: It crucial role in creating job processes, management enhances provides leadership and motivates opportunities and developing human efficiency and effectiveness within the employees, fostering a productive and resources, contributing to societal organization. This helps in accomplishing positive work environment. development tasks at minimal costs and efforts. Examples Strategic Planning: Apple Inc.- Example: Under Steve Jobs' leadership, Apple Inc. underwent a major strategic shift. Jobs streamlined the product line, focusing on a few key products like the iPhone and MacBook. This strategic focus allowed Apple to innovate and dominate the market. Concept: Strategic planning involves defining long-term goals and determining the best approach to achieve them. Apple’s focus on innovation and quality over a broad product line is a prime example. Examples Organizing: Toyota Production System (TPS) –Example: Toyota's lean manufacturing principles, known as the Toyota Production System (TPS), revolutionized the auto industry. TPS focuses on minimizing waste and maximizing efficiency through just-in- time production and continuous improvement (Kaizen). – Concept: Effective organizing involves arranging resources and processes in a way that maximizes efficiency and productivity. Toyota’s structured approach to manufacturing exemplifies this. Examples Leading: Satya Nadella at Microsoft - Example: Since becoming CEO of Microsoft, Satya Nadella has transformed the company's culture from a competitive "know-it-all" to a collaborative "learn-it-all" mindset. He emphasized empathy, innovation, and growth, leading to a more inclusive and dynamic company culture. – Concept: Leadership involves inspiring and guiding employees towards achieving organizational goals. Nadella’s emphasis on cultural change and growth mindset illustrates effective leadership.  Administration Vs. Management 1. Administration is above Management 2. Administration is part of Management 3. Administration and Management are the same 1. Administration is above Management 2. Administration is part of Management This view point was propounded by E.F.L. Brech. According to him, “Management is the generic term for the total process of executive control involving responsibility for effective planning and guidance of the operations of an enterprise. Administration is that part of management which is concerned with the installation and carrying out of the procedures by which the programme is laid down and communicated and the progress of activities is regulated and checked against plans”. 3. Administration and Management are the same In order to overcome these controversies, management can be classified into i)Administrative management and ii) Operative management. Management is used for higher level functions like planning, organizing, Administrative management involves the directing and controlling in laying down of policies and objectives of the a business organisation, organisation, where operative management whereas, administration is is concerned with implementing these used for the same set of policies to accomplish the goal of the function in government organisation. organizations. At every level of management an individual performs both these types of functions. At the higher level they spend more time on administrative activities and at lower level they spend more time on executive activities. Video 4 – Skills for Managers https://www.youtube.com/watch?v=xHBhFKBLhWs  Skills for Managers 1. Communication and interpersonal skills9. Problem-solving 17. Adaptability 2. Listening skills 10. Time management 18. Technological skills 3. Relationship-building skills 11. Delegation 4. Emotional intelligence 12. Conflict Management 5. Organization and project management 13. Flexibility 6. Strategic thinking 14. Motivation 7. Decision-making 15. Recognition 16. Confidence 8. Teamwork Video – 5 Functional Areas of Management https://www.youtube.com/watch?v=_UaSu07bqNQ The purpose of a business unit is to produce and distribute goods and services. Production Management is concerned with planning, organizing, Directing, and controlling the production function so that the right product is produced at the right time, in the right quantity, and at the right price. Product designing. Layout and location of plant and machinery. Management of purchase and storage of materials. Proper repairs and maintenance. Production Effective control of inventory and quality. Management: Research and Development. Marketing Management is the process of understanding and identifying consumer needs and wants, and thereby satisfying these wants by supplying the requisite goods and services Determination of consumer demand through marketing research. Designing suitable products capable of satisfying wants. Establishing appropriate pricing strategies and policies. Choosing the right and best channel of distribution. Marketing Making the best use of promotional activities like advertising, personal selling and sales Management: promotion to reach the customers. Finance is the lifeblood of a business organization and every managerial decision has its financial implications. Financial Management provides the right type of funds to an organization at the right time and a reasonable cost. Financial Management thus involves proper allocation and utilization of financial resources. Determining the extent of funds required for both long-term and short-term needs of business. Selection of the appropriate source of funds and maintenance of these funds at the lowest cost. Making sure that funds are obtained when they are needed. Ensuring effective use and proper allocation of funds to achieve optimum financial efficiency in Financial Management: the enterprise. Proper administration and allocation of earnings. Personnel Management is that function of management that is primarily concerned with the human relationship within a business enterprise. Personnel management is concerned with managerial (planning, organizing, directing, and controlling) and operative functions (procurement, development, maintenance, compensation, and utilization) to accomplish organizational goals effectively and efficiently and thereby meet individual and group goals. Organizational planning, development, and task specification. Recruitment and selection. Placement. Training and education. Compensation, wage, and salary administration. Motivation and Incentives. Employee welfare and benefits. Personnel Labour relations. Maintenance of employee records to be utilized for promotions Management: transfers. Personnel research and personal audit Video 6 – Team work https://www.youtube.com/watch?v=LHnxPURgC9Q Evolution of Management Thought  Classical School of Management - Scientific Management Frederic Winslow Taylor's contribution in scientific This is a well-known management theory management and Henry Fayol's in administrative developed by Frederick Taylor in 1911. management are worth-noting. Therefore, the former is recognised as the father of scientific This theory is also important due to temporal management, and the latter as the father of factors and purpose of the investigation. administrative management. Thus, it can be said that classical management comprises of His studies were the greatest event of the scientific management and administrative nineteenth century. management. This theory is mainly focused on maximum productivity. This theory delivers a proper solution for problems and challenges of industrialists. Classical School of Management - Scientific Management He discussed scientific management theory in his book F. W. Taylor, the chief contributor to entitled as Principles of Scientific Management. the scientific management, defined scientific management as: "Scientific He stated that certain efforts change the management management is concerned with system in some cases, so that interests of workers are knowing exactly what you want men to converted into interests of management do and then see that they do it in the He wanted to train workers for better jobs, divide the tasks best and cheapest way." between management and workers and implement scientific management style with respect to different practices and workers in action. In this method, each group make their best efforts. Classical School of Management - Scientific Management He introduced four principles of scientific management theory to increase productivity. He 1. Replacing Rule of Thumb with Science also predicted that these principles are suitable for 2. Harmony in Group Action and Cooperation all kinds of human activities, from an individual of Human Beings simple task to complex organizational activities 3. Working for maximum Output 4. Development of Workers Video 7 – Scientific Management theory https://www.youtube.com/watch?v=kNrvxh8R1KU Classical School of Management - Administrative Management Administrative management theory is another well-known classical management theory developed by Henry Fayol in 1916. He has developed this theory based on personal experience of being a manager. The theory encompasses business management (business) and general management. His main focus was on management. He introduced six functions and fourteen management principles in his theory. Six management functions are predicting, planning, organizing, commanding, coordinating, monitoring  Classical School of Management - Administrative Management This theory is very popular and is currently implemented in large organizations.  Classical School of Management - Administrative Management Division of Work: Specialization Authority and Responsibility: Managers must increases efficiency by allowing have the authority to give orders and the individuals to focus on their specific responsibility to ensure those orders are carried tasks out Discipline: Employees must obey and Unity of Command: Each employee respect the rules that govern the should receive orders from only one organization superior to avoid confusion Unity of Direction: All activities should be Subordination of Individual Interests: The directed towards the same objectives interests of the organization should take under one plan precedence over individual interests  Classical School of Management - Administrative Management Remuneration: Compensation should Centralization: The degree to which decision- be fair and satisfactory for both making is centralized or decentralized should be employees and the organization balanced Scalar Chain: A clear line of authority Order: The workplace must be orderly, Equity: Managers should from top management to the lowest with a place for everything and treat employees with ranks is essential for communication and everyone kindness and fairness decision-making Stability of Tenure: Long-term Initiative: Employees should be employment is important for the encouraged to take initiative development of skills and loyalty and suggest improvements Esprit de Corps: Promoting team spirit will build harmony and unity within the organization Classical School of Management - Bureaucratic theory This theory is proposed by the German sociologist Karl Emil Maximilian known as Max Weber. This is also called Weber's theory of bureaucracy. He proposed this theory in 1947. He called his work a social and economic organization theory. This theory mainly focuses on organizational structure. He focused on hierarchy and authority-control strict lines in structuring the organization into a hierarchy. He suggested that the organizations should develop precise and comprehensive operating procedures to do predefined tasks. Classical School of Management - Bureaucratic theory Principles of bureaucratic management theory are as follows. Formal rules and regulations : the best standard rules and regulations should govern the organization Working relationship system : this should be present in the organization to do the work and establish a relationship between the system and tasks in the organization Specialized training : the workers should be trained based on their designated tasks. Different training programs should be designed for different systems in the organization. 1. Neo-classical Theory is built on the base of classical theory. 2. It modified, improved and extended the classical theory. 3. Classical theory concentrated on job content and management of physical resources whereas, neoclassical theory gave greater emphasis to individual and group relationship in the workplace. 4. The neo- classical theory pointed out the role of psychology and sociology in the understanding of individual and group behaviour in an organization. 5. George Elton Mayo is considered to be the founder of Neo classical theory 6. Three elements of this theory are a. Hawthorne Experiment Neo - Classical School b. Human Relation Movement of Management c. Organizational behaviour 1. In 1927, a group of researchers led by Elton Mayo and Fritz Roethlisberger of the Harvard Business School were invited to join in the studies at the Hawthorne Works of Western Electric Company, Chicago. 2. The experiment lasted up to 1932. The Hawthorne Experiments brought out that the productivity of the employees is not the function of only physical conditions of work and money wages paid to them. 3. Productivity of employees depends heavily upon the satisfaction of the employees in their work situation. Mayo's idea was that logical factors were far less important than emotional factors in determining productivity efficiency. Neo - Classical School 4. Furthermore, of all the human factors influencing employee behaviour, the most powerful were those emanating from the of Management – worker's participation in social groups. Hawthorne Studies 5. Thus, Mayo concluded that work arrangements in addition to meeting the objective requirements of production must at the same time satisfy the employee's subjective requirement of social satisfaction at his work place. Video 8 – Hawthorne effect https://www.youtube.com/watch?v=Y4mOOvDAsts  Illumination experiments to determine the effect of changes in illumination on productivity. Relay assembly test room experiment to determine the effects of change in hours and other working conditions on productivity. Mass interview programme to determine workers attitude. Bank wiring observation room experiment to determine social organization at work. Neo - Classical School of Management – Hawthorne Studies The conclusions drawn from the Hawthorne study were: 1. Workers behaviour and performance are not materially influenced by physical factors. 2. Significant influence on productivity and performance is exercised by social and psychological factors. 3. Pay is not the only means of motivation, it is the working environment that influences and motivates workers. 4. Workers react as members of a group and not as individuals. Informal groups and social norms determine the behaviour and efficiency of workers. 5. Workers attitude and performance are influenced greater by informal leaders. Neo - Classical School of Management – Hawthorne Studies Taking a clue from the Hawthorne Experiments several theorists conducted research in the field of interpersonal and social relations among the members of the organisation. These relations re known as human relations. A series of studies by Abraham H Maslow, Douglas Mc. Gregor, Frederick Herzberg, etc. lead to human relation movement. This theory argued that workers respond primarily to the social context of the workplace , include social conditioning, group norms and interpersonal dynamics Neo - Classical School of Management – Human Relations Studies Organisational behaviour involves the study of attitudes, behaviour and performance of individuals and groups in organizational settings. This approach came to be known as behavioural approach. It is extended and improved version of human relations movement. It is multidimensional and interdisciplinary as the application of knowledge drawn from behavioural sciences (Psychology, sociology and anthropology etc.) to the management problems. Therefore it is also called behavioural science approach. Neo - Classical School There are three elements of behavioural theory: 1. The Individual of Management – 2. Work Groups Organisational 3. Participative Management Behaviour Studies Difference between Classical and Neo Classical Theory Aspect Classical Theory Neo-Classical Theory Origin Emerged in the 18th and early 19th centuries. Developed in the late 19th and early 20th centuries. Emphasizes physical and economic needs to satisfy Includes psychological and social aspects along with Focus productivity. economic needs. Top-down approach with a focus on organizational structure Bottom-up approach emphasizing human relations and Approach and authority. employee motivation. Decentralized decision-making involving participation Decision-Making Centralized decision-making with a clear hierarchy. from lower levels. Assumes financial incentives are the primary motivators for Recognizes non-financial motivators like job satisfaction Motivation workers. and work environment. Democratic leadership encouraging feedback and Management Style Autocratic leadership with strict rules and regulations. communication. Productivity is primarily a result of optimizing tasks and Productivity is enhanced through improved worker Productivity workflows. morale and satisfaction. Organizational Flexible structure allowing for teamwork and Rigid structure with clearly defined roles and responsibilities. Structure collaboration. Views employees as valuable assets with unique needs Human Element Views employees as tools to achieve organizational goals. and potentials. Frederick Taylor's Scientific Management, Henri Fayol's Elton Mayo's Hawthorne Studies, Abraham Maslow's Examples Administrative Theory. Hierarchy of Needs. Modern Schools of Management System School of Management Social System School Contingency school of Management Modern Schools of Management – System School of thought System is defined as ‘a set of elements standing in interrelation among them and with the environment. The really important aspects are the interaction among the elements to create a whole and dynamic system. This system, if it is an open one, interacts with its environment’. The system is influenced by the environment and in turn influences the environment. If the system is dissected, it becomes evident that it comprises a number of sub-systems. Similarly, an organization is also one sub-system of a larger environment. According to Stewart and Moran, the older schools of management envisioned organisations as closed system, ones in which the outside environment did not interact with the system. The systems approach to management differs from these older classical perspectives because it acknowledges the impact of the outside environment on everything that happens within an organization. Modern Schools of Management – System School of thought The systems theory of management asserts that any organisation is a single, unified system of interrelated parts or subsystems. Each part of the overall system is dependent on the others and cannot function optimally without them This school of thought emphasizes the interconnectedness of various elements within an organization—such as departments, employees, resources, and processes—and how they work together to achieve common goals. Key aspects of the System School of Management include: 1. Holistic View: The organization is seen as a whole, where each part affects and is affected by other parts. 2. Interdependence: Different components of the organization (e.g., departments) are interdependent, meaning changes in one area can influence other areas. 3. Adaptability: Organizations are viewed as open systems that must adapt to external environmental changes to survive and thrive. 4. Feedback Loops: Emphasizes the importance of feedback mechanisms to ensure the system's continuous improvement and alignment with goals. Modern Schools of Management – Social System School of thought This thought is closely linked to human behaviour school of thought. In this approach, an organization could be considered as a social system consisting of various groups of people. It is primarily concerned with behaviour of people in groups. It thus tends to be based on sociology and social psychology rather than on individual psychology. The founding father of this school of thought Chester Bernard viewed organization as co-operative system involving co-operation among a number of groups. If the groups do not co-operate in pursuit of achieving common objectives then the effectiveness of the organization will be jeopardized. Modern Schools of Management – Social System School of thought Features 1. Management is viewed as a social system, a system of cultural relationships. 2. Management is conceived as the cooperative interaction of ideas, forces, desires and thinking of a group of people. 3. The organisation does not represent a system of authority relationships. 4. It emphasises cooperation among members of the group. 5. There should be a harmonisation between goals of the organisation and aspirations/needs of the people working in it. 6. This school leans heavily on sociological perspective. Modern Schools of Management – Contingency School of thought The contingency school of management can be summarized as an “it all depends” approach. The appropriate management actions and approaches depend on the situation. Managers with a contingency view use a flexible approach, draw on a variety of theories and experiences, and evaluate many options as they solve problems. Contingency management recognizes that there is no one best way to manage. In the contingency perspective, managers are faced with the task of determining which managerial approach is likely to be most effective in a given situation. For example, the approach used to manage a group of teenagers working in a fast‐food restaurant would be very different from the approach used to manage a medical research team trying to find a cure for a disease. Modern Schools of Management – Contingency School of thought Contingency thinking avoids the classical “one best way” arguments and recognizes the need to understand situational differences and respond appropriately to them. It does not apply certain management principles to any situation. Contingency theory is a recognition of the extreme importance of individual manager performance in any given situation. The contingency approach is highly dependent on the experience and judgment of the manager in a given organizational environment.  Relationship between system school and contingency school The Contingency School extends the System School by applying its holistic view to practical management. While the System School provides a framework for understanding the organization as a whole, the Contingency School offers guidance on how to manage based on the unique aspects of that system. In essence, the Contingency School uses the system-based perspective to determine the most appropriate management strategies in varying situations. Other Schools of Management Empirical school, Management Process school, Decision theory school, Quantitative school and Human resource approach to management  This school focuses on learning from real-world experiences and past managerial practices. It emphasizes the study of case histories and the application of lessons learned from previous management decisions. The idea is that management practices can be improved by analyzing successes and failures in various situations Other Schools of Management – Empirical school  Also known as the traditional school, this approach views management as a process involving planning, organizing, staffing, directing, and controlling. It recognizes management as a distinct discipline and stresses the importance of formal processes in achieving organizational objectives Other Schools of Management – Management Process school  This school focuses on the decision-making process as the core of management. It emphasizes the use of logical and structured approaches to making decisions, often incorporating quantitative techniques and models to improve the accuracy and efficiency of decisions Other Schools of Management – Decision theory school  The quantitative or management science school uses mathematical and statistical models to assist in decision-making. This approach is highly data-driven and aims to optimize organizational operations through the application of quantitative techniques Other Schools of Management – Quantitative school  This approach emphasizes the importance of people in organizations. It focuses on motivation, leadership, group dynamics, and the development of human resources. The human relations aspect of management is stressed, recognizing that employee satisfaction and well-being are critical to achieving organizational goals Other Schools of Management – Human Resource Approach Quiz Time!!! 1. Getting work done with a minimum effort, expense or waste is the definition of ….. 2. If an individual can solve a difficult situation by doing analysis 1. Efficiency and deep diagnosis, then they have …skills 2. Conceptual 3. What skills enable a manager to motivate employees? 3. Interpersonal 4. Who is known as the father of scientific management 4. F W Taylor 5. Who is known as the father of modern management? 5. Henry Fayol 6. Getting things done by others is called a… 6. Management 7. Henry Fayol has given _________principles of management 7. 14 8. Scientific Management was more concerned with the problems 8. Operating at the … levels 9. Administration 9. …………………..is that phase of business enterprise that concerns itself with the overall determination of institutional objectives and 10.Human Relations the policies necessary to be followed in achieving those objectives. 10. ……………… approach of management heavily concentrates on the ‘People’ aspect of Management