Lesson 1 Flashcards
Management is
is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
What do managers do?
1.Set objectives-Establish goals for the group and decide what must be done to achieve them.
2.Organize-divide work into manageable activities and select people to accomplish tasks
3.Motivate and communicate-create teamwork we decisions on pay, promotions through communication.
4.Measure- set targets and standards, appraise performance
5.Develop people-recognize the value and develop this critical organizational asset
Management functions
Planning, Controlling, Organizing and Leading
What is an organization?
An organization is a social entity that is goal directed and deliberately structured
Organizational efficiency is
refers to the amount of resources used to achieve an organizational goal
Three categories of managerial skills
conceptual, human, technical
Three degrees or levels of managerial skills
Top Managers
] Middle Managers
Lower Level
Cases of manager failure
1.Ineffective communication skills and practices
2.Poor work relationships/interpersonal skills
3.Person-job mismatch
4.Failure to clarify direction or performance expectations
5.Failure to adapt and break old habits
6.Breakdown of delegation and empowerment
7.Lack of personal integrity and trustworthiness
8.Inability to develop cooperation and teamwork
9.Inability to lead and motivate others
10.Poor planning practices/reactionary behavior
How things change from individual performer to Manager
Individual identity- specialist, performs specific tasks, get things done on their own, an individual actor, works relatively independently
to manager identity-generalist, coordinates diverse tasks, get things done through others, a network builder, works in highly interdependent manner
Manager activities
Adventures in multitasking
Activity characterized by variety, fragmentation, and brevity
Less than nine minutes on most activities
Managers shift gears quickly
Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)
Managing in Small Business and Nonprofit Organizations
Small businesses are growing
Inadequate management skills is a threat
Entrepreneurs must promote the business
Nonprofits need management talent
Apply the four functions of management to make social impact
More focus on costs
Innovative Management for the New Workplace
Rapid environmental shifts:
Technology
Globalization
Shifting social values
In the new workplace, work is free-flowing and flexible compared to the past
Evolution in Management
Need for new management competencies, ideologies, philosophies
Classical Perspective
Emerged during the nineteenth and early twentieth centuries
Days of ‘the Factory System’
Challenge: how to manage the labour issues of the day?
Three subfields: scientific management, bureaucratic organizations, and administrative principles
Scientific Management
Improve efficiency and labor productivity through scientific methods.
Frederick Winslow Taylor proposed that workers “could be retooled like machines”
Management decisions would be based on precise procedures based on study
b. Bureaucratic Organizations
Max Weber, a German theorist, introduced the concepts Manage organized on an impersonal, rational basis Organization depends on rules and records Managers use power instead of personality to delegate
c. Administrative Principles
Focused on the entire organization
Henri Fayol, a French mining engineer, was a major contributor
Identified five functions of management: planning, organizing, commanding, coordinating, and controlling
Four main management functions evolved from here over time
Humanistic Perspective: Early Advocates
Mary Parker Follett and Chester Barnard
Understand human behaviors, needs, and attitudes in the workplace
Importance of people rather than engineering techniques
Contrast to scientific management
Empowerment: facilitating instead of controlling
Humanistic Perspective: Human Relations Movement
Effective work comes from within the employee
Hawthorne studies were key contributor
Employees performed better when managers treated them positively
Mary Parker Follett and Chester Barnard
Understand human behaviors, needs, and attitudes in the workplace
Importance of people rather than engineering techniques
Contrast to scientific management
Empowerment: facilitating instead of controlling
Humanistic Perspective: Human Relations Movement
Effective work comes from within the employee
Hawthorne studies were key contributor
Employees performed better when managers treated them positively
From worker participation and considerate leadership to managing work performance
Maslow and McGregor extended and challenged current theories Maslow’s Hierarchy of Needs
Theory X and Theory Y
Humanistic Perspective: Behavioral Sciences Approach
Scientific methods + sociology, psychology, anthropology, economics… used to manage
Organizational Development evolved from here – field that uses behavioral sciences to improve organization
Quantitative Perspective
Also referred to as management science
Use of mathematics and statistics to aid management decision making
Enhanced by development and growth of the computer
Operations Management
Information technology in management emerged from this philosophy
Recent Trends: Systems Thinking
The relationship among the parts form the whole system
Organization as an Open-System
Open Systems Thinking/Theory
Recent Trends: Contingency View
Every situation is unique, there is no universal management theory
Contrast to Classical Perspective
Managers must determine what method will work/ Best Fit Approach
Managers must identify key contingencies for the current situation
Organizational structure should depend upon industry and other variables
Recent Trends: Total Quality Management
Quality movement is strongly associated with Japan
The US ignored the ideas of W. Edwards Deming, “Father of the Quality Movement”
Total Quality Management (TQM) became popular in the 1980s and 90s
Integrate high-quality values in every activity
