MODULE 1 - UNIT 1 Flashcards
no matter what the org is/ what its goals might be, they all have something in common –
Management & managers
FAMOUS WRITER/THINKER: process of designing & maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims
Harold Koontz & Heinz Weihrich
FAMOUS WRITER/THINKER: process of planning, organising, actuating & controlling an organization’s operations in order to achieve coordination of the human and material resources essential in effective & efficient attainment of objectives.
Robert L. Trewelly & M. Gene Newport
FAMOUS WRITER/THINKER: consists of planning, organizing, actuating & controlling, performed to determine & accomplish the objectives by the use of people and resources
George R Terry
FAMOUS WRITER/THINKER: process of working w/ & through others to effectively achieve organizational objectives by efficiently using limited resources in changing environment
Kreitner
5 CONDITIONS FOR MANAGEMENT TO SUCCEED
MISSION/GOALS
LEADERS W/ AUTHORITY
RESOURCES
RESPONSIBILITY
ACCOUNTABILITY
FOUR FUNDAMENTAL FUNCTIONS OF MANAGEMENT
PLANNING
ORGANIZING
DIRECTING
CONTROLLING
FUNDAMENTAL FXN OF MANAGEMENT: deals w/ chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals.
PLANNING
FUNDAMENTAL FXN OF MANAGEMENT: actuates the organizational methods to work efficiently for achievement of organizational purposes.
DIRECTING
FUNDAMENTAL FXN OF MANGEMENT: process of bringing together physical, financial and human resources & developing productive relationship amongst them for achievement of organizational goals
ORGANIZING
FUNDAMENTAL FXN OF MANAGEMENT: implies measurement of accomplishment against standards & correction of deviation if any to ensure achievement of organizational goals
CONTROLLING
FOUR MAJOR THEORIES OF MANAGEMENT
BUREAUCRACY MANAGEMENT
ORGANIZATIONAL BEHAVIOR MANAGEMENT
SCIENTIFIC MANAGEMENT
SCIENTIFIC ANALYSIS MANAGEMENT
MANAGEMENT: idea was to apply the scientific method of cause-and-effect analysis, used in the study of natural phenomena, to the examination of business enterprises
SCIENTIFIC MANAGEMENT
WHO first introduced the concept that management should be an orderly process of tasks and duties, of which planning was the most important
Henri Fayol
WHO broke down each task into segments that could be analyzed for ways to improve efficiency & FATHER OF SCIENTIFIC MANAGEMENT
Frederick Taylor
WHO perfected taylor’s motion study method & developed methods analysis & performance standards, such as those that were used by the College of American Pathologists (CAP)
FRANK & LILIAN GILBRETH
WHO pointed out that management is essentially coordination
Mary Parker Follett
WHO introduced the role of management consultant & attempted to classify and codify the work done on management theories
Lyndall Urwick
MANAGEMENT:
- examines the organizational aspects & work flow of companies to explain how institutions function & how to improve the process;
- students of management have used the hierarchical chain of command to examine the working of organizations
BUREAUCRACY MANAGEMENT
6 RULES OF BUREAUCRACY
Hierarchal Management Structure
Division of Labor
Formal Selection Process
Career Orientation
Formal Rules & Regulations
Impersonality
MANAGEMENT: how ppl function in groups is another approach to examining how organizations perform
ORGANIZATIONAL BEHAVIOR MANAGEMENT
ORGANIZATIONAL BEHAVIOR MANAGEMENT orgins lie in the studies conducted by
ELTON MAYO
who encourages assumptions about the basic nature of man
DOUGLAS MCGREGOR
managers to be supportive in their relationships
RENSIS LIKERT
executives encourage a climate of cooperation.
BERNARD
MANAGEMENT: process of examining a business situation for the purpose of developing a system solution to a problem/ devising improvements to such a situation
SCIENTIFIC ANALYSIS MANAGEMENT
systems approach has been claimed by researchers who rely on
mathematical models
scientific methodology
computer simulations
LABORATORY MANAGER is ______, providing specialized technical expertise within medical lab
chief laboratorian
Managers are “_____” of physician and clinical laboratory scientist directors
EXTENDERS
HIGH-PERFORMANCE MANAGER is a
STRATEGIST
PROBLEM-SOLVER
TEACHER
QUALITIES OF A MANAGER
➔ managers work w/ & through other people
➔ managers are responsible & accountable
➔ managers balance completing goals & set priorities
➔ managers must think analytically & conceptually
TYPE OF THINKER THAT able to break a problem down into its components, analyze those components then come up w/ a feasible solution
Analytical thinker
TYPE OF THINKER THAT thinking about particular task in relation to its larger implications is no simple matter but it is essential if the manager is to work toward the goals of the organization as a whole as well as toward the goals of an individual unit
CONCEPTUAL THINKER
MANAGERS ARE _______:organizations are made up of people and people within the same organization will often disagree
MEDIATORS
MANAGERS ARE _____: build or join alliances and coalitions
POLITICIANS
MANAGERS ARE ____: represent the entire organization as well as a particular unit in dealing with clients
DIPLOMATS
MANAGERS ARE _____: personify, both for organizational members and for outside observers, an organizations’ successes and failures
SYMBOLS
MANAGERS _____: expected to come up w/ solutions to difficult problems & to follow thru on their decisions even when doing so may be unpopular
make difficult decisions
ROLES OF A MANAGER
PERSON
SERVANT
REPRESNTATIVE
HE IS A well-known management thinker, recorded what some managers did during their working days & came to conclusion that there was a gap between theory and practice
Henry Mintzberg
MINTZBERG’S MANAGERIAL ROLES
INTERPERSONAL
INFORMATIONAL
DECISION-MAKER
SKILLS OF A MANAGER
ORGANIZATIONAL SKILLS
PEOPLE SKILLS
FINANCIAL MANAGEMENT SKILLS
TECHNICAL SKILLS
ability to conceptualize & apply management process, systematize workflow, make decisions, & communicate w/ coworkers
Organizational Skills
understanding of basic theories of human needs & work motivation is essential to accomplishing goals of individual & organization
People Skills
effective use of and accounting for the monetary assets of the company
Financial Management Skills
synthesis of first 3 skills and the management of physical resources into
Technical Skills
number of levels in management increases =
size of the business and work force increases
LEVELS OF MANAGEMENT:
- board of directors, chief executive or managing director
- more time on planning & coordinating functions
TOP LEVEL OF MANAGEMENT
LEVELS OF MANAGEMENT:
- branch managers & departmental managers
- more time to organizational and directional functions
MIDDLE LEVEL MANAGEMENT
LEVELS OF MANAGEMENT:
- supervisors, foreman, section officers, superintendent etc
- concerned w/ direction & controlling function of management
LOWER LEVEL MANAGEMENTT
LOWER LEVEL MANAGEMENT AKA
supervisory/ operative level
