introduction to management Flashcards
Is the attainment of organizational goals in an effective manner through planning, organizing, leading and controlling organizational resources
Management
This definition holds two important
ideas:
1. The four functions of planning, organizing, leading and controlling
2. The attainment of organizational goals in an effective and efficient manner
Means identifying goals for future organizational performance
Planning
- decide on the task & use of resources
- where it wants to be in the future and how to get there
Organizing
Involves:
Assigning tasks
Grouping tasks into departments
Delegating authorities
Allocating resources
The use of influence to motivate employees to achieve organizational goals
Leading
- create a shared culture or sharing good values
- communicating to employees
- infusing employees with the desire to perform at a high level
Means monitoring employee’s activities, determining whether the organization is on target toward its goals and making necessary corrections
Controlling
- observe workers and members with their proper work ethic
Is more a perspective than a fully formed practice. It encourages you to realize that your business is a system and is governed by the same laws and behaviors that afect every other biological organization
system theory
- correlating system as a business
- concepts:
entropy
● Tendency for a certain system or business to run down and suddenly die that must be avoided in businesses
synergy
● “Working together” to produce something greater than those producing or working alone
subsystem
● Built on with other subsystems
a top-down approach to examining a business.
principles of administrative management
He put himself in his manager’s shoes and imagined what situations they might encounter when dealing with their team.
Henri Fayol
(principles management)
he concluded that managers and management has 6 responsibilities
1. organise
2. command
3. control
4. coordinate
5. plan
6.forecast
Took a more sociological approach when creating his management
theory.
Bureaucratic Management
[a sociologist who believed that businesses should be run in a structured and organized way, like a government office. He introduced the Bureaucratic Management Theory, which focuses on hierarchy, rules, and efficiency to make businesses more effective.]
- the ideal business structure for bureaucratic system:
- clear division of labor
[Each employee has a specific job and responsibilities to avoid confusion.] - separation of the owner’s personal and organizational assets
[The company’s money and resources should not mix with the owner’s personal belongings.] - chain of command
[should be a hierarchy where lower-level employees report to their supervisors, and decisions move from the top down.] - accurate record keeping
His ideas revolve around the
importance of structuring your business in a hierarchical manner with clear rules and roles
Max Weber
Promotes standardization, specialization, assignment based on ability, and extensive training and supervision.
scientific management (Frederick Taylor)
- find optimal way to complete a given task, often at the expense of the employees’ humanity
- manager will assign members depending on their strengths
[if businesses followed scientific methods to organize work, they could save time, reduce waste, and increase profits. However, this sometimes meant treating workers more like machines than people.]
Posits that employees are apathetic or dislike their work.
theory X
○ Managers who adhere to Theory X are often authoritarian and will micromanage everything because they don’t trust their employees.
○ Large or big companies tend to operate based on this theory
Posits that employees are self-motivated, responsible, and want to take ownership of their work.
theory Y
○ Managers who adhere to Theory Y include their employees in the decision-making process and encourage creativity at all levels
○ Small businesses tend to operate based on this theory
In which he states that employees are more motivated by social factors (personal attention or being part of a group) than environmental factors, such as money and working conditions.
human relations theory (Elton Mayo)
- States that employees really want to be in a group and feel sense of belongingness
Predicated on the idea that employees only have physical needs because employees can satisfy these physical needs with money.it focuses solely on the
economics of organizing workers
classical management
[Focuses only on profits, efficiency, and strict leadership.
Believes employees work for money and nothing else.]
key principles:
○ Profit maximization - make as much money as possible
○ Labor specialization - focus on single task
○ Centralized leadership - 1 person or small grps makes all the imt decision
○ Streamline operations - work shld be simplified and structures to avoid wasting time and resources
○ Emphasis on productivity - as much as work done
○ Single person or own
decision-making - only top managers make impt decisions
○ Priority to the bottom line - company’s main concern is the profit even if cutting benefit or increasing workload
- Downside of Classical Management:
While this system increases efficiency and profits, it ignores employees’ emotions, creativity, and job satisfaction, which can lead to high turnover and low morale.
summary of theory X and theory Y and its downside
Theory X: Strict control → Workers are lazy → Need supervision
Theory Y: Trust & encouragement → Workers are motivated → Given freedom
☓’s ⚠️ Downside: Employees may feel stressed, unappreciated, and unmotivated, leading to low morale.
Y’s ⚠️ Downside: If not managed well, some employees might take advantage of the freedom and become unproductive.
based his theories on the idea that effective leadership was directly related to the traits the leader displayed in any given
contingency management (fred fiedler)
[leaders must adapt their strategies based on different factors.]
Three Factors That Affect Management & Leadership:
○ Size of the organization
Small businesses can be flexible and informal, while large organizations need strict rules and structure to function properly
○ Technology
Businesses that use advanced technology may need tech-savvy leaders and employees who can quickly adapt to new systems.
○ Leadership at all levels
The effectiveness of a company depends on how well leaders are placed at every level—from top management to team supervisors
[It encourages flexibility, making businesses more adaptive to change.
It avoids a “one-size-fits-all” approach, recognizing that different businesses need different leadership styles.]
Embrace the idea that people are complex. Their needs vary over time, and they possess a range of talents and skills that the business can develop through on-the-job training and other programs
modern management
[It creates a positive workplace where employees feel valued and motivated.
It boosts productivity because employees grow their skills and contribute more.
It helps companies adapt to change by encouraging continuous learning and improvement.]
It is a response to managerial efficiency, together with experts from scientific disciplines to address staffing, materials, logistics, and systems issues.
quantitative management
[managers use mathematics, statistics, and computer models to make decisions about staffing, resources, logistics, and systems.]
Is a system that is built on a succession of subsystems
Organizations as Learning System
● In order for the business to run smoothly and efficiently, each subsystem must also work smoothly and efficiently within itself, but also with the other subsystems around it.
● Managers are responsible for coordinating the cooperation necessary to ensure the larger continues to function successfully = domino effect
[This concept views a business as a system made up of smaller subsystems, all working together. If one part fails or slows down, it can create a domino effect, negatively affecting the entire organization.]
Laboratory manager’s roles and attributes
○ Coordinate resources in an effective and efficient manner to
accomplish the organization’s
goals.
○ Provide products or services that the customers value
what are the management skills
conceptual skills
human skills
technical skills
types of management
top managers
middle managers
project managers
first line managers
functional managers
- line manager
- staff manager
general managers
(table)
The cognitive ability to see the organization as a whole system and the relationships among its parts
conceptual skills
○ It involves the manager’s thinking, information processing, and planning abilities.
○ Knowing where one’s department fits into the total organization and how the organization fits in the industry, community, broader businesses
○ The organization must fit in the social environment
