LAS TEST 1 Flashcards
Definitions of Management
Art of getting things done
- Management as a process
- Management as a discipline
- Art and science of decision making and leadership
- An art of increasing productivity
- Integration of efforts
- Management as a group of managers
What is Efficiency
Minimum expenses = majority output
Henri Fayol
CEO of a large steel company in the 1900’s
- One of the founders in the field of management
- “The success of the company depends more on the administrative abilities of its leader
than on its technical abilities.”
Four Functions of Management
- Planning
- Organizing
- Leading
- Controlling
Define Planning
a. Defining performance goals whether it is short-term or long-term and plans to achieve them
b. What do we want to accomplish?
Define Organizing
A. Assigning tasks, grouping tasks into departments, and allocating resources
b. Establishing relationships with others who may assist them in implementing the courses of actions needed for each task
c. What resources are needed to get the job done?
d. Who will do what jobs?
Define Leading
A. Using influence to motivate employees to achieve the organization’s goal
b. How will we motivate and inspire our employees?
Define Controlling
a. Monitoring employees’ activities, keeping the organization on track to meet its goals, and making necessary adjustments
b. How are we performing against our goals?
Overview of Peter “Father of Management” Ducker
- Agreement on a common vision or goal for the team
- Practicing the same values regardless of the individual personalities
- Having the proper structure in terms of command and delegation of tasks
- Providing the right training and development programs for the members to ensure that
they can perform the tasks assigned to them
Management Models
- Different frameworks, concepts or principles that managers keep in mind in order to
guide their decisions and actions - Tool used to represent a complex, real world situation; allows us to analyze, evaluate,
discuss; have a better understanding of an otherwise confusing situation - A reference for commission understanding and communication
When was the emergence of the rational goal and the internal process models of management
1900-1925
What did the emergence of the rational goal and the internal process models of management do?
Focuses on the idea of productivity due to demand of products and resources being high
- Management thinkers prescribed certain principles aimed towards the attainment of the
managerial goals of efficiency and effectiveness
- In the US and spurred industrial growth
Frederick Taylor’s Four Principles of Scientific Management
i. Develop a science for every job
ii. Systematically select workers so that they fit the job, and train them
effectively
iii. Offer incentives so that workers behave in accordance with the principles
of the science that has been developed
iv. Support workers by carefully planning their work and smoothing the way
as they do their jobs
Henry (Industrial and General Administration) Fayol’s General Principles of
Management
i. Division of work - specialization leads to expertise
ii. Authority and responsibility - those given responsibility are given the authority to enable them to affect results
iii. Discipline
iv. Unity of command
v. Unity of direction
vi. Subordination of individual interest to general interest
vii. Remuneration of personnel - for loyalty and motivation of workers
viii. Centralization - centralization of decision making and control
ix. Scalar chain - adopting a hierarchical organizational
x. Order - a place for everything, and everything in its place
xi. Equity - a combination of kindliness and justice
xii. Stability of tenure of personnel
xiii. Initiative - zeal for achievement
xiv. Esprit de corps - team harmony
Max (Theory of Social and Economic Organizations) Weber’s Elements of
Bureaucracy
i. Task Specialization - Division of labor with responsibilities that are clearly defined
ii. Hierarchical management structure - Positions are organized in a hierarchy of authority
iii. Formal selection rules - All personnel are objectively selected and promoted based on technical abilities
iv. Efficient and uniform requirements - Administrative decisions are recorded in writing, and records are maintained over time
v. Impersonal environment - Relationships should be kept professional
vi. Achievement based advancement - Standard rules and procedures that are uniformly applied to all
The Emergence of human Relations Model of Management happened when?
1925-1950s
The Emergence of human Relations Model of Management
- The realization of harsh working conditions and inhumane treatment
- Increase of worker disillusionment which led to the rise of unionization
-Workers were seen as Human Resources
The Emergence of the Open Systems Model happened when?
1960’s-2000
What is the open systems
i. Permeable boundaries - information and resources flow both in and out
ii. Exchange with environment is essential for the health of the system
iii. Environment are unpredictable
iv. Environmental scanning and boundary spanners
What is Holism
i. Systems should be viewed as a whole, not as a collection of separate
pieces
ii. A system is greater than the sum of it parts
iii. Those parts are interdependent and interact through mutual feedback processes
What is interdependent
Organizations are in a dynamic, interconnected relationship with their
environment
ii. The subparts within the system are interrelated, not isolated. The system is made up of interconnected subsystems
iii. Changes to one part of the system directly or indirectly influence the other parts
What are the goals in the open system
i. Goals in a system are contingent and negotiated
ii. Equifinality
- There is no one best way to organize
- All ways of organizing are equally effective
What is feedback
Negative Feedback
- Seeks to correct or reduce deviations in the system’s process to reestablish a steady course back in the direction of the system’s goals
ii. Positive feedback
- Changes or grows the system in desired ways that amplify and
enhance the system’s current processes
What is Entropy
Entropy
i. Systems tend to run down, deteriorate, and move towards disorganization
ii. Balance
- Energy, resource, and information coming into the system help it
reach homeostasis or equilibrium
What is in the contingency theory
- Size
- Technology
-Environment
-Individuals
Environment
Size
i. Problems of coordination increase as the size of the organization
increases
ii. Appropriate coordination produces for a larger organization will not be
efficient in a small organization, and vise versa
Technology
i. To produce outputs varies
ii. Very routine or very customized
iii. Depends on organizational structure, leadership styles and control systems
Individuals
i. People ≠ Same
ii. Very different needs
iii. Managers must adjust their styles accordingly
What is in the systems theory of organization
-Open System
- Holism
- Interdependent
- Goals
- Feedback
- Entropy
What is inside the Learning Organizations
- Open Culture
- Feedback Loops
- Personal Mastery
- Intelligent Past Failures
- Stealing Best Practices
- Cultivate a Common Vision
What is Learning Organizations
Encourages personal mastery and cultivate open feedback to see problems and opportunities on all levels
Open Culture
Share information, admit to mistakes and practice giving and taking
constructive criticism
ii. Try to understand its root cause and fix it once problem is found
Feedback Loops
Establish 360 degree survey in which people assess themselves, their
peers and their bosses
Personal Mastery
i. Once they become experts, they feel proud of their work
ii. Employees become motivated and create positive changes wherever they
are
Intelligent Past Failure
When they build something new, don’t spend time making assumptions on paper
ii. Minimum viable product
- A simple prototype with only the core functions
- Presented to users as early as possible to test what they think
Stealing Best Practices
i. “Good artists borrow. Great artists steal” - Picasso
ii. Study others, steal best practices and implement them fast
Cultivate a Common Vision
i. Helps employees understand the importance of their role, connect the dots and develop system’s thinking
ii. When goals are clear, regulations can be reduced and people can create their own personal benchmark of success
iii. Reduces authority and corruption
