Administration and Planning Flashcards
What is management (doing function)?
Process of WORKING WITH and THROUGH OTHER to effectively achieve the goals of the organization.
- Top level: owner, CEO
- Middle level: Manager, coordinator
- Lower level: employees
What is administration (thinking and planning function)?
Process of ORGANIZING PEOPLE and RESOURCES EFFICIENTLY so as to direct activities toward common goals and objectives.
What are the 4 functions of management?
1. Planning: involves defining a goal and determining the most effective course of action needed.
2. Organizing: involves designing tasks and determining how activities and resources are to be assembled and coordinated.
3. Leading: influencing or promoting the member of the organization to work together with the interest of the organization.
4. Controlling: ensures that all other functions of the organization are in place and are operating successfully.
Factors that affect management
- Inefficiency
- Poor communication
- Labor Unrest
- Leadership challenges
What are the approaches of management and their theories?
1. Classical: emphasis on ways to MANAGE WORK MORE EFFICIENTLY.
- Scientific theory
- Administrative theory
- Bureaucratic theory
2. Behavior: emphasis on importance of UNDERSTANDING HUMAN BEHAVIOR.
- Maslow’s theory of needs
- Hawthorne theory
- Theory X and theory Y
3. Modern: emphasis on flexibility, adaptability, and a more holistic UNDERSTANDING OF ORGANIZATIONS.
- System theory
- Contigency theory
- Theory Z
What is the scientific theory?
- Developed by Frederick Taylor.
- MONITOR worker performance.
- Determine the MOST EFFECTIVE WAY.
- Match workers to their JOBS BASED ON CAPABILITY.
- Testing until determine the optimal AMOUNT OF WORK.
What is the administrative theory?
- Developed by Henry Fayol.
- Attempts to find a rational way to design an ORGANIZATION AS A WHOLE.
- People work better as a group.
- 14 principles.
What is the Bureaucratic theory?
- It was proposed by Max Weber
- Organization is run by HIERARCHY and RULES.
- System based on STANDARDIZED PROCEDURES, such as school, government or security.
- A clear CHAIN OF COMMANDS.
What is the Maslow’s theory?
- Developed by Abraham Maslow.
- Understand and LOOK AFTERTHE NEEDS AND WELLBEING of team members.
- PYRAMID OF NEEDS sorted into a hierarchy (Physiological – Self actualization).
- As lower level needs are met, employee focus on the higher motivational levels.
What is the Hawthorne studies of management theory?
- Developed by Elton Mayo.
- Studies conducted at the Western Electric Company.
- IMPACT OF DIFFERENT CONDITIONS of work on employee productivity.
- Workers were MORE RESPONSIVE TO SOCIAL FACTORS. (teamwork or interest of their manager)
There was a temporary improvement in employee productivity resulting from being observed.
What are the main ideas of the Hawthorne studies?
- Employees productivity increases when they are being observed.
- If employees feel their work is noticed they will keep their good job.
- Well-integrated groups = better productivity
- Workers feel better when they are working in a place they feel comfortable.
- Communication and motivation to collaborate.
- The work environment influences the skills an employee has.
What is Theory X and Y?
- Developed by Douglas Mc Gregor.
-Theory X (Authoritarian style): the manager gives instructions and keep a close check on each employee.
-Theory Y (Participative style): employees are self-directed and self-motivated to accomplish the organizational objectives.
What is the Theory Z?
- Developed by William Ouchi
- Humanistic’ philosophy, teamwork and consensus decisions.
- WORKERS PARTICIPATE in decision-making process to problem-solving.
- Increase EMPLOYEE LOYALTY by providing a job for life and focusing on the employee’s well-being
What is the System management theory?
- The organization is considered as one single structure divided in departments and of one division fails, everything will fail and affects the whole company system.
- Success depends on several key elements: synergy, interdependence, and interrelations between various subsystems.
What is the Contingency theory?
- It was developed by Fred Fiedler,
- There is NO ONE SPECIFIC WAY RO MANAGE an organization.
- The leader should be quick to identify the specific management style suitable for a particular situation.
Main differences between management and leadership
Management
- Primarily focuses on the 4 functions.
- Is often task-oriented.
- Motivates through rewards and penalties.
Leadership
- Focuses on inspiring, motivating and guiding.
- Is typically people-oriented.
- Motivates through inspiration and vision.
What are the 9 types of management?
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Autocratic:
- What it is: The boss decides everything without asking others.
- Good Things: Decisions are made quickly, and everyone knows what to do.
- Not So Good Things: People might not like it because they don’t get to share their ideas.
- Best Time to Use: When there’s an emergency or when the team doesn’t know what to do and needs strong guidance.
-
Democratic:
- What it is: The boss asks everyone for their ideas before making a decision.
- Good Things: People feel happier and more creative because they get to share their thoughts.
- Not So Good Things: It can take longer to make a decision, and sometimes people disagree.
- Best Time to Use: When teamwork is important, and everyone has good ideas to share.
-
Laissez-Faire:
- What it is: The boss lets everyone do their own thing without much direction.
- Good Things: People feel independent and can be very creative.
- Not So Good Things: It can be confusing if people don’t know what they’re supposed to do.
- Best Time to Use: When the team is really good at their jobs and doesn’t need much help.
-
Transformational:
- What it is: The boss encourages everyone to be their best and helps them achieve big changes.
- Good Things: People feel inspired, motivated, and excited to work.
- Not So Good Things: It can be hard if people aren’t ready for big changes.
- Best Time to Use: When big changes are needed, and the team needs to be united around a common goal.
-
Transactional:
- What it is: The boss gives rewards for good work and penalties for mistakes.
- Good Things: Everyone knows what’s expected, and things get done.
- Not So Good Things: People might not be as creative, and they may only work for rewards.
- Best Time to Use: When tasks are simple, and you need to make sure the work is done correctly.
-
Servant:
- What it is: The boss helps the team by putting their needs first and supporting them.
- Good Things: People feel cared for and happy at work.
- Not So Good Things: It can be hard for the boss to make tough decisions or be taken seriously.
- Best Time to Use: When the focus is on helping the team grow and creating a positive environment.
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Bureaucratic:
- What it is: The boss follows strict rules and procedures.
- Good Things: Everything is done safely and correctly.
- Not So Good Things: It can be boring and slow, and people might not be as creative.
- Best Time to Use: In jobs where following rules is very important, like in government or big companies.
-
Charismatic:
- What it is: The boss uses their charm to inspire and lead the team.
- Good Things: People feel excited and loyal to the boss.
- Not So Good Things: The team might rely too much on the boss and not work well without them.
- Best Time to Use: When the team needs to feel energized, especially during tough times.
-
Visionary:
- What it is: The boss shares a big future goal and motivates the team to work toward it.
- Good Things: Everyone knows the direction they’re headed, and it sparks new ideas.
- Not So Good Things: The boss might forget about the small, everyday tasks.
- Best Time to Use: When setting a new path or uniting the team around a long-term goal.
What is decision making process?
The manager plays a crucial role in serving his/her decision, as the growth and failure of an organization are dependent on timely decisions taken.
Types of decision
- PROGRAMMED DECISIONS: routine and repetitive in nature. These decisions deal with common and frequently occurring problems in an organization.
- NON PROGRAMMED DECISIONS: are not routine or common in nature. These are related to exceptional situations in
which guidelines or routine management is not set.
Steps of the decision making process
