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A management information system (MIS) is a computerized database of financial information that is arranged and coded in such a way that it generates regular operational reports for all levels of management in a firm. Special reports may typically be easily obtained from the system. The primary goal of the MIS is to provide managers with feedback on their own performance so that upper management can monitor the organization as a whole.

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This philosophy focuses on continuously improving the quality of inputs, processes, and results. A product's or service's quality refers to how well it performs as intended and how closely it adheres to the constructional requirements.

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Operations management is involved in overseeing the day-to-day activities of the business that produce goods and services. It often takes a quantitative approach to find for ways to boost output, enhance quality, and get rid of expensive inventory.

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Quantitative management is a science that helps managers make accurate and better decisions on organizational situations like inventory management, sales revenue, capital investment, and even profitability by using mathematical techniques like modeling, queuing theory, and linear and nonlinear programming.

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The ERG theory reflects three types of needs: existence, relatedness, and development. Based on Maslow's hierarchy of requirements, this theory provides a concise view of human wants and actions. Existence needs are well-being demands such as feeling respected and cherished. Interpersonal wants such as having a strong social network and good ties with management are examples of relatedness demands. Personal and professional training and development, such as coaching and continuous training, are examples of growth demands.

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b.) Abraham Maslow’s Hierarchy of Needs 

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b.) Abraham Maslow’s Hierarchy of Needs 

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According to Maslow's hierarchy of needs, only unmet needs may be utilized to inspire a person. Maslow recognized physiological, safety, social, esteem, and self-actualization needs. According to this notion, managers may encourage employees by addressing and developing on their most fundamental human needs.

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a.) Theory X and Theory Y of Douglas McGregor

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a.) Theory X and Theory Y of Douglas McGregor

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Managers that believe people are fundamentally unmotivated and require incentives to boost productivity favor the Theory X management style. Workers, according to Theory Y, are naturally driven and accept responsibility. Managers that believe in Theory X ideals frequently practice an authoritarian style of leadership, whereas Theory Y leaders promote employee engagement.

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1. Division of work indicates dividing each job into small and specialized tasks and assigning responsibilities to a specialist of it.

2. Authority signifies the right to give order and power while responsibility means to realize objective.

3. Discipline is making expectations understandable at every level in every organization. Discipline could be in terms of obedience, application, and respect to superiors.

4. Unity of command means a subordinate should receive order from only one boss or superior.

5. Unity of direction connotes that all the works of an organization must perform jointly to achieve a common objective under one plan and head.

6. Subordination of individual interest to common interest means worker prioritizes the common interest of organizations rather than himself as an individual.

7. Remuneration both financial and non-financial incentives should be fair and adequate.

8. Centralization designates that there should be one central point in organization which exercises general direction and control of all the parts.

9. Scalar chain is the chain or line of command and communication from superior to subordinates,

10. Order provides job and materials in place or in proper order for an efficient management and organization’s direction.

11. Equity creates loyalty and devotion among the employees through fair discipline and order.

12. Stability of tenure personnel provides security of job for an employee in an organization which is very significant and a requirement condition. Retaining industrious employees must constantly be a higher priority of management.

13. Esprit de corps means management must promote a harmony of interest and appropriate understanding among workers by working as a team.

14. Initiative suggests that a manger must encourage employees under him to act on their own in support of the organizational objectives using creative means.

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Henri Fayol and his career as a managing director molded his views and ideas in formulating the five functions of managers and the fourteen management principles. Management functions include planning, organizing, coordinating, commanding, and controlling.

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He is well known for his Gantt Chart, a visual representation of the progress being carried out of each stage of work in a project. Gantt unlike Taylor believed that workers must not be punished for lower production as they took time to learn to be productive. So, he introduced the quota systems and daily bonuses for workers who exceeded their quotas.

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Seven advantageous attributes of bureaucracy 

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Seven advantageous attributes of bureaucracy 

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Rules

Impersonality

Division of labor

Hierarchical structure

Authority structure

1. Traditional authority

2. Charismatic authority

3. Rational-legal authority

Commitment

Rationality

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Max Weber, a German sociologist, proposed bureaucratic management. Weber defines bureaucracy as "the exercise of control on the basis of knowledge." Bureaucratic management emphasizes the application of rules, the structuring of organizations into hierarchies, a clear division of work, and the use of processes to ensure efficiency and effectiveness.

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According to this theory, managers make judgments depending on the scenario at hand rather than a "one size fits all" approach. The contingency theory is based on the premise that there is no one correct response and that the best options in a particular scenario are determined by a variety of factors that must be evaluated.

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A system is made up of several pieces that work together to accomplish a purpose. Systems theory is a comprehensive viewpoint that enables managers to investigate patterns and occurrences in the workplace. This enables managers to coordinate initiatives so that they operate as a collective whole for the organization's overarching objective or mission rather than for individual divisions.

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The organizational environment is a collection of uncontrolled variables and situations that can impair a manager's capacity to distribute the company's resources. These resources include raw materials and skilled labor that the organization need in order to manufacture items and offer services.

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Management Science Theory emphasizes the use of exact statistical models and systematic mathematical procedures to assist management in solving challenges with the most efficient use of resources in the production of products and services.

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The Neo Classical theory, often known as the behavioral science method, emphasizes the human and social components of the worker and his relationships in the company.

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The conventional or classical management approach is the oldest and most frequently acknowledged. According to this view, there is "one optimal method" to manage by following specific guidelines.