Introduction to Management Flashcards
An art and science of working through the people to attain the common organizational goal/s
Management
Why is management is an art?
Because it results in the accomplishment of objectives through the use of human efforts
Why is management is a science?
Because of the systematic body of knowledge which results in logical organization structures and conclusions that can be drawn or validated through experiments
It provides the steps to achieve the goals of the organization
Management
5 M‘s of management
Mission
Man
Money
Materials
Methods
It is the purpose or reason for the existence of an organization
Mission (goal)
Leaders with the authority to direct the team towards the goal
Man
Necessary resources needed
Money
The ways and means in achieving the goals of the organization by using the established resources
Methods
This school of thought attempts to apply a systematic or scientific approach to the study of organizations
Scientific Management
Father of scientific management
Frederick Taylor
He broke down each task into segments that could be analyzed for ways to improve efficacy
Frederick Taylor
Perfected Taylor‘s motion study method and developed methods of analysis
Frank Gilbreth and Lilian Gilbreth
They believed that motion and fatigue are interrelated
Frank Gilbreth and Lilian Gilbreth
How does motion and fatigue are interrelated?
If one could reduce the number of motions a worker made in performing the task, worker fatigue will be reduce too
Pointed out that management is essentially coordination
Mary Parker Follet
Modified the piece-rate system into a task-and-bonus wage system
Henry Grantt
This model emphasized the perspective of senior management within the organization
Administrative Management Theory (Generic Management)
It provides the basic knowledge that management is a profession and could be taught
Administrative Management Theory (Generic Management)
First introduced the concept that management should be an orderly process of tasks and duties, of which planning is the most important
Henry Fayol
Introduced the role of management consultant and attempted to classify and codify the work done on management theories
Lyndal Urwick
This provides the Theory of Social and Economic Organization which examines the organizational aspects of the company and its workflow to explain how institutions function and how to improve their structural process
Bureaucracy Management
It sees organization as a segment of a broader society
Bureaucracy Management
It consist of formal rules and regulations, rationality and democracy which is recognized by designations and not by person
Organizations
The most prominent name ever existed to be associated with Bureaucracy Management
Max Weber
He quoted that - “An impersonal, rule-abiding efficient, merit-based career service provided the surest way of fulfilling the public interest in the face of a politically fragmented Germany”
Max Weber
Type of management that focuses on the performance and interaction of people within organizations
Organizational Behavior Management
Type of management that uses the concepts of psychology to sociology as well as management theories
Organizational Behavior Management
Developed assumptions about the basic nature of man
Elton Mayo and Douglas McGregor
The Hypothesis of The Hawthorne Experiment
When the light became brighter, production would increase and when the light became dimmer, production would decrease
The Result of The Hawthorne Experiment
The result kept climbing regardless of the light (bright or dark)
Encouraged managers to be supportive of their relationships
Rensis Likert
Encourages that executives should encourage a climate of cooperation.
Barnard
The analytical view of an organization as a complete, self-contained unit that interacts within itself and with its environment in a continuous process of interchange and renewal
Systems Analysis Management
Systems Analysis Management relies heavily on
Mathematical models, scientific methodology and computer
Refer to those distinctive activities that must be carried out by the manager if the objectives of an organization are to be achieved
Management functions
It is a continuous process of interacting functions, each dependent on the success of the other
Management functions
The mental effort by which executives anticipate the possible causes or factors that may affect or change the activities and objectives of a particular organization
Planning
The process of identifying and grouping of work to be performed, defining and delegating responsibility and authority and establishing relationship for the purpose of enabling the people to work most effectively together in accomplishing objectives
Organizing
Refers to the way of getting all personnel in an organization to accomplish what management desires
Leading/Directing
Means checking the work accomplished against plans or standards, and making adjustments or corrections when new developments or unforeseen circumstances necessitate
Controlling and Evaluating
An individual whose job is to guide the organization to attain its objectives
Manager
Essential characteristics that will make a successful manager
Motivation
Vision
Decision-making ability
Good health
Humility
Different management skills suggested by Robert Katz
Conceptual/Organizational Skill
Human/ People Skill
Technical Skill
Financial management
It is the mental ability to coordinate and integrate all of the organization‘s interests and activities
Conceptual/Organizational Skill
It is an understanding of the basic theories of human needs and work motivation
Human/ People Skill
It involves the synthesis of a specialized skill and the management of physical resources into the operational parameters unique to each organization
Technical Skill
These skills involve the effective use of and accounting for the monetary assets of the company
Financial management
Manager that has the lowest level in an organization who is responsible for the work of others
First-line managers
What does First-line managers do?
They direct operating employees only and are concerned about completing the day‘s work
Examples of First-line managers
Supervisors
Team leaders
Chief Technologists
Managers that direct activities of other managers and also those of operating employees
Middle managers
What dos Middle managers do?
They direct activities that implement their organization‘s policies and to balance the demands of their supervisors with the capacities of their subordinates. They engaged in a variety of technical and non-technical activities
They are composed of a small group of executives
Top managers
What does Top managers do?
They are responsible for the overall management of the organization
Examples of Middle manager
Operation manager
Division head
Examples of Top managers
Directors
CEO
Specific skills of first-line managers
Possess mostly human skills
Specific skills of middle managers
Focuses on technical matters
Specific skills of top managers
Mostly involved in making key decisions
Suggested that managerial performance can be measured by “Efficiency” and “Effectiveness”
Peter Drucker
The ability to get things done correctly (“input-output” concept).
Efficiency
It is producing results with little wasted effort
Efficiency
It is the ability to choose appropriate objectives
Effectiveness
There are four (4) basic management responsibilities
Operation Management
Human Resource
Financial Management
Marketing Management
