INTRODUCTION TO MANAGEMENT AND ORGANIZATIONAL SYSTEM Flashcards
the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.
Management
FOUR MANAGEMENT FUNCTIONS
Planning, Organizing, Leading, Controlling
identifying goals for future organizational performance and deciding on the tasks and use of resources needed to attain them.
Planning
involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization.
Organizing
use of influence to motivate employees to achieve organizational goals. It means creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees with the desire to perform at a high level.
Leading
monitoring employees’ activities, determining whether the organization is on target toward its goals, and making corrections, as necessary.
Controlling
Leadership Styles
Authoritative, Participative, Deligative, Combination
Leader informs employees what is to be done and how it is to be performed
Authoritative
Includes one or more employees in the decision-making process, with the leader maintaining the final decision-making authority
Participative
Leader confers the decision- making ability to the employees, with the leader still responsible for the decisions made by the employees
Delegative
All three styles are used, depending on the issues involved
Combination
It promotes standardization, specialization, assignment based on ability, and extensive training and supervision. Only through those practices can a business achieve efficiency and productivity.
Scientific Management by Frederick Taylor
His principles of administrative management as a top-down approach to examining a business. He put himself in his manager’s shoes and imagined what situations they might encounter when dealing with their team.
Administrative Management by Henri Fayol
explains the setup, operation, and management of organizations as formal, rational, well-organized, hierarchical systems.
Bureaucratic Theory by Weber
Two Key Phenomena of Bureaucratic Theory
- Professionalization - secureand
efficient legal, financial etc. transactions. - Rationalization - organization based on reason and objectivity rather than emotions or arbitrariness.
all individuals focus on the fundamental needs and once those are fulfilled will progress to higher needs
Maslow’s Hierarchy of Needs By Abraham Maslow
Theory of motivation in which employees base their satisfaction or dissatisfaction with work on hygiene factors and motivator factors
Motivator-Hygiene Theory By Frederick Herzberg
Theory X and Y was proposed by:
Douglas Mcgregor
in which he states that employees are more motivated by social factors — like personal attention or being part of a group — than environmental factors, such as money and working conditions.
Human Relations by Elton Mayo
plotted leadership behavior on a grid based on concern for people versus concern for production, with a scale of 1 to 9 based on the level of concern.
Blake Mouton Managerial Grib by Robert Blake and Jane Mouton
effective leadership was directly related to the traits the leader displayed in any given situation.
Contingency Management by Fred Fiedler
theory of psychological types to make insights of type theory applicable to individuals and groups. A grid displays the 16 personality types based on your indicators
Myers Briggs Type Indicator
the cognitive ability to see the organization as a whole system and the relationships among its parts.
Conceptual Skills
involves the manager’s thinking, information processing, and planning abilities.
Conceptual Skills
manager’s ability to work with and through other people and to work effectively as a group member.
Human Skills
the understanding of and proficiency in the performance of specific tasks.
Technical Skills
mastery of the methods, techniques, and equipment involved in specific functions such as engineering, manufacturing, or finance.
Technical Skills
- directly responsible to produce
goods and services - responsible for groups of non-management employees
- primary concern is the application of rules and procedures to achieve efficient production, provide technical assistance, and motivate subordinates.
Low-Level Managers
responsible for business units and major departments.
➢They are responsible for implementing the overall strategies and policies defined by top managers.
➢Generally, are concerned with the near future rather than with long-range planning.
Middle Level Managers
➢are at the top of the hierarchy and are
responsible for the entire organization.
➢responsible for setting organizational goals, defining strategies for achieving them, monitoring and interpreting the external environment, and making decisions that affect the entire organization.
➢responsible for communicating a shared vision for the organization, shaping corporate culture, and nurturing an entrepreneurial spirit that can help the company innovate and keep pace with rapid change.
Top Level Managements
responsible for a temporary work project that involves the participation of people from various functions and levels of the organization, and perhaps from outside the company as well.
Project Manager
responsible for departments that perform a single functional task and have employees with similar training and skills.
Functional Managers
➢are responsible for several departments that perform different functions.
➢responsible for a self- contained division, and for all the functional departments within it.
General Managers
a management tool whereby managers and employees work together to set and track objectives for a specific time period.
Management by Objectives
