A - LESSON 1: Concepts of management Flashcards
One of the greatest challenges to growth and improvement and operational excellence in any organization is the availability of
good leadership
play the primary role in establishing workplace culture and impact the quality and rate at which the laboratory progresses over time
Leaders
inspire others to find self-motivation, greater creativity, and productivity and create team spirit.
Good leaders
provides the direction of where one (or an organization) is going
Leadership
provides the “road” to get there
management
illustrates why leadership must be visionary and must set clear goals with strategic objectives
The adage, “If you don’t know where you are going, any road will get you there,”
uses certain talents to work with people to get things done
Effective management
uses certain talents to work with people to get things done
Effective management
These skills fall under four primary management functions:
(1) planning and prompt decision-making, (2) organizing, (3) leading, and (4) controlling
is a pattern of behaviors used to engage others to complete tasks in a timely and productive manner
Leadership
One model of leadership describes four key leadership styles:
supporting, directing, delegating, and coaching
Good management uses, in the most efficient and effective manner, the [?] available to an organization.
human, financial, physical, and information resources
The process of designing and maintaining an environment in which individuals, working together, in groups, efficiently and effectively accomplish selected aims.
Management
A system of organization using resources to attain a unified goal.
Management
is process of using organizational resources to achieve objectives through the functions of planning, organizing and staffing, and leading
Management
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
Management
Components of Management
Who are we? What are we here for?
Mission
How do we see ourselves in the future?
Vision
Generally/Overall, what do we want to do?
Goals
What specific actions are we going to take?
Objectives
Who should be followed?
Authority
What am I supposed to do?
Responsibility
What resources (human and material) are under my control?
Accountability
doing it at the right cost
Efficiency
doing the right thing
Effectiveness
doing the right things at the right cost
Productivity
A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals
Organizational Performance
A measure of how well or productively resources are used to achieve a goal.
Efficiency
A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved
Effectiveness
Four functions of management
Planning
Organizing
Leading
Controlling
Planning
Organizing
Leading
Controlling
First outlined the four managerial functions in his book General Industrial Management.
Henri Fayol
Managers at all levels in all organizations perform each of the functions of
planning, organizing, leading, and controlling
Identifying and selecting appropriate goals and courses of action for an
organization.
Planning
determines how effective and efficient the organization is and determines the strategy of the organization
planning function
Three Steps in the Planning Process
Deciding which goals to pursue.
Deciding what courses of action to adopt.
Deciding how to allocate resources
Management Key Concepts
People working together and coordinating their actions to achieve specific goals
Organization
A desired future condition that the organization seeks to achieve
Goal/objective
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals
Strategy
Structuring working relationships in a way that allows organizational members toogether to achieve organizational goals
Organizing
Organizational Structure
Organizing
Articulating a clear vision to follow, and energizing and enabling organizational members so they understand the part they play in attaining organizational goals
Leading
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
Controlling
Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached.
Controlling
= choice made from available alternatives
Decision
= process of identifying problems and opportunities and resolving them
Decision Making
Categories of Decisions
Situations occurred often enough to enable decision rules to be developed and applied in the future
Programmed Decisions
in response to unique, poorly defined and largely unstructured, and have important consequences to the organization
Nonprogrammed Decisions
- all the information the decision maker needs is fully available
Certainty
- decision has clear-cut goals
Risk
- Uncertainty
Risk
- managers know which goals they wish to achieve
Risk
by far the most difficult decision situation
Ambiguity
goals to be achieved or the problem to be solved is unclear
Ambiguity
Levels of Management
Responsible for daytoday operations. Supervise people performing activities required to make the good or service.
Firstline managers
Supervise firstline managers.
Middle managers
Are responsible to find the best way to use departmental resources to achieve goals
Middle managers
Responsible for the performance of all departments and have cross departmental responsibility
Top managers
Management skills and functions
Top
Primary management skills needed
Primary management functions performed
Middle
Primary management skills needed
Primary management functions performed
First-line
Primary management skills needed
Primary management functions performed
Managerial Roles and Skills
The set of specific tasks that a person is expected to perform because of the position he or she holds in the organization
Managerial Role
Roles are defined into three role categories (as identified by Mintzberg):
Interpersonal Informational Decisional
Roles associated with methods managers use in planning strategy and utilizing resources
Decisional Roles
Decisional Roles:
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
deciding which new projects or programs to initiate and to invest resources in
Entrepreneur
— managing an unexpected event or crisis
Disturbance handler
—assigning resources between functions and divisions, setting the budgets of lower managers
Resource allocator
—reaching agreements between other managers, unions, customers, or shareholders
Negotiator
Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization
Informational Roles
Informational Roles :
Monitor
Disseminator
Spokesperson
—analyzing information from both the internal and external environment.
Monitor
—transmitting information to influence the attitudes and behavior of employees.
Disseminator
—using information to positively influence the way people in and out of the organization respond to it.
Spokesperson
Interpersonal Roles
Figurehead
Leader
Liaison
Roles that managers assume to provide direction and supervision to both employees and the organization as a whole:
Interpersonal Roles
Managerial Skills
Conceptual Skills
Human Skills
Technical Skills
What should be the right thing?
Conceptual Skills
How can we do better?
Technical Skills
The ability to analyze and diagnose a situation and distinguish between cause and effect
Conceptual Skills
The ability to understand, alter, lead, and control the behavior of other individuals and groups.
Human Skills
The specific knowledge and techniques required to perform an organizational role.
Technical Skills
MAJOR THEORIES IN MANAGEMENT
The Father of Scientific Management
Frederick Taylor (1856-1915)
Maximize worker capacity and profits
Taylor’s Theory of Scientific Management
PROBLEM: Get employees to work at their maximum capacity
Taylor’s Theory of Scientific Management
PRIMARY FOCUS: TASKS
Taylor’s Theory of Scientific Management
Elements of Scientific Management
➢ Scientific design of every aspect of every task
➢ Careful selection and training of every task
➢ Proper remuneration for fast and high-quality work
➢ Equal division of work and responsibility between worker and manager
- Time and Motion Studies
➢ Scientific design of every aspect of every task
- Maximize output - increase pay
➢ Proper remuneration for fast and high-quality work
Underlying Themes
Managers are intelligent; workers are and should be ignorant
Provide opportunities for workers to achieve greater financial rewards
Workers are motivated almost solely by wages
Problems of Scientific Management
➢ Managers are intelligent; workers are and should be ignorant
➢ Provide opportunities for workers to achieve greater financial rewards
➢ Workers are motivated almost solely by wages
➢ Maximum effort = Higher wages
➢ Manager is responsible for planning, training, and evaluating
Job specialization proponent
Adam Smith
Adam Smith, 18th century economist, found firms manufactured pins in two ways:
✓ Craft
✓ Factory
– each worker did all steps.
Craft
– each worker specialized in one step.
Factory
➢ Smith found that it had much higher productivity.
factory method
✓ Each worker became very skilled at one, specific task.
factory method
Breaking down the total job allowed for the division of labor.
factory method
Problems of Scientific Management
➢ Managers often implemented only the (?) of Taylor’s plan.
➢ Workers could purposely (?)
➢ Management responded with (?).
increased output side
“under-perform”
increased use of machines
✓ They did not allow workers to share in (?).
✓ Specialized jobs became (?).
✓ Workers ended up distrusting (?).
increased output
very boring, dull
Scientific Management
Max Weber (1864-1920) theory
Weber’s Theory of Bureaucracy
Theory of Social and Economic Organization (1947)
Principles and Elements of Management
German Sociologist
Max Weber
- describe an ideal or pure form of organizational structure (general policy and specific commands
Principles and Elements of Management
PRIMARY FOCUS: Organizational Structure
Weber’s Theory of Bureaucracy
Worker should respect the “right” of managers to direct activities dictated by organizational rules and procedures
Weber’s Theory of Bureaucracy
Bureaucracy allows for the optimal form of authority
“rational authority”
Three types of Legitimate Authority
Traditional Authority
Charismatic Authority
Rational Authority
- past customs; personal loyalty
Traditional Authority
- personal trust in character and skills
Charismatic Authority
- rational application of rules or laws
Rational Authority
Tenets of Bureaucracy
✓ Rules
✓ Specified sphere of competence
✓ Hierarchy
✓ Specialized Training
✓ Workers do not own technology
✓ No entitlement to “official position” by incumbent
✓ Everything written down
✓ Maintenance of “ideal type” – bureaucracy
Concerned with describing the ideal structure of an organization
Tenets of Bureaucracy
: existence of written rules
Cornerstone
The rational application of written rules ensures the promotion of legitimate authority and the effective and efficient functioning of the organization.
Cornerstone
is the power to hold people accountable for their actions.
Authority
Positions in the firm should be held based on (?) not social contacts.
performance
(?) are clearly identified. People should know what is expected of them.
Position duties
(?) should be clearly identified. Workers know who reports to who.
Lines of authority
used to determine how the firm operates.
Rules, Standard Operating Procedures (SOPs), & Norms
ORGANIZATIONAL BEHAVIOUR
Organizational Behavior
Electric Company
Systems Theory
Study of the actions of people at work
Organizational Behavior
Hawthorne Studies
Organizational Behavior
Started in 1924 at Western
Organizational Behavior
Electric Company
Elton Mayo studies of job design
studies of job design
Elton Mayo
is a collection of part unif ied to accomplish an overall goal
system
If one part of the system is removed, the (?) is changed as well
nature of the system
A system can be looked at as having
inputs, processes, outputs and outcomes
Systems share (?) among each of these four aspects of the systems
feedback
(?) has had a significant effect on management science and understanding organizations. For example, a pile of sand is not a system. If one removes a sand particle, you’ve still got a pile of sand. However, a functioning car is a system. Remove the carburetor and you’ve no longer got a working car.
Systems theory
has brought a and events in the workplace
Systems theory
They recognize the various parts of the organization, and, in particular, the interrelations of the parts, e.g., the coordination of central administration with its programs, engineering with manufacturing, supervisors with workers, etc
Systems theory
The effect of systems theory in management is that writers, educators, consultants, etc. are helping managers to look at the organization from a
broader perspective
This is a major development.
Systems Theory
In the past, managers typically took one part and focused on that. Then they moved all attention to another part. The problem was that an organization could, e.g., have a wonderful central administration and wonderful set of teachers, but the departments didn’t synchronize at all
For many laboratory professionals leadership skills and style develop out of mentoring by senior scientists, managers, and directors within the workplace. While there are clear benefits from sound mentoring, bad habits and ineffective behaviors and strategies can also be adopted
SYNTHESIS
✓ Best way to maximize job performance
Scientific Management
✓ Fredrick Winslow Taylor: Father of Scientific Management
Scientific Management
✓ Frank and Lillian Gilbreth: Work efficiency
Scientific Management
✓ Henry Gantt: Work scheduling
Scientific Management
Administrative Theory
✓ Henri Fayol
✓ Max Weber
✓ Chester Barnard
✓ Mary Parker Follett
- Father of Modern Management
✓ Henri Fayol
- Principles and functions of management
✓ Henri Fayol
- Bureaucracy concept
✓ Max Weber
- Authority and power in organizations
✓ Chester Barnard
- Worker participation, conflict resolution, and shared goals
✓ Mary Parker Follett
✓ Focus on people to determine the best way to manage in all organizations.
Behavioral Theorists
Human Relations Movement
✓ Elton Mayo
✓ Abraham Maslow
✓ Douglas McGregor
: Hawthorne studies
: Hierarchy of needs theory
: Theory X and Theory Y
✓ Elton Mayo
✓ Abraham Maslow
✓ Douglas McGregor
(later, the Behavioral Science Approach)
Human Relations Movement
✓ Focuses on viewing the organization as a whole and as the interrelationship of its parts (subsystems).
Systems Theory
✓ Focuses on integrating people and technology.
Sociotechnical Theory
✓ Focuses on determining the best management approach for a given situation.
Contingency Theory
OTHER THEORIES
Continuous improvement and total quality management = value to purchasers of care
Resource Dependence Theory
Continuous improvement relative to that of other organizations
Resource Dependence Theory
Capacity to differentiate itself in the marketplace (competitive advantage)
Strategic Management
Positioning the organization relative to its environment and competitors
Strategic Management
Based on dominance; ability to influence environment is minor
Population Ecology Theory
Principles of variation, selection and retention
Population Ecology Theory
External norms, rules, and requirements for legitimacy and support
Institutional Theory
: Organizations with similar set of environmental circumstances resemble each othe
Isomorphism
Attempts to develop the best way to manage in all organizations by focusing on the jobs and structure of the firm
Classical
Attempts to develop a single best way to manage in all organizations by focusing on people and making them productive
Behavioral
Recommends using math (computers) to aid in problem solving and decision making
Management Science
Manages by focusing on the organization as a whole and the interrelationship of its departments, rather than on individual parts.
Systems Theory
Recommends focusing on the integration of people and technology
Sociotechnical Theory
Recommends using the theory or the combination of theories that best meets the given situation
Contingency Theory
