org man Flashcards
the art of getting things done through people
mary parker follet (1868-1933)
mother of modern management
mary parker follet (1868-1933)
an art of knowing what to do, when to do and see that it is done in the best and cheapest way.
frederick taylor (1856-1915)
father of scientific management
frederick taylor
“Taylorism”
frederick taylor
to manage is to forecast and to plan, to organize, to command, to coordinate and to control.
henri fayol (1841-1925)
father of principles of management
henri fayol
fayolism
henri fayol
a multi-purpose organ that manages the business and manages managers ad manages workers and work
peter ferdinand drucker (1909-2005)
“managers are not born, they’re made”
peter ferdinand drucker
was an austrian american management consultant
peter ferdinand drucker
is the process of dealing with or controlling
management
responsible for the application and performance of knowledge
manager
has to be improve, challenged, and increased constantly, or it vanishes
knowledge
characteristic of management
Management is goal-oriented
Management is universal
Management is continuous process
Management is multi-disciplinary
Management is intangible force
Management is situational
Management is both a science and an art
nature of management:
Management as discipline
Management as a group of people
Management as a process
study of discipline. Vast and broad theoretical foundation of universally accepted principles, concepts, foundation, and techniques.
Management as discipline
People perform managerial activities. Always viewed within the context of an organization.
Management as group of people
Refers to a series of actions that achieve something. Systematic series of steps intended to achieve a predetermined target or goal.
Management as a PROCESS
consists of board of directors, chief executive or managing director.
Top level
is a person in an organization who directly supports and helps activate and consolidate
manager
consists of managers and departmental managers
middle level
consists of supervisors, foreman, section officers, superintendent
low level
The ability to think analytically and achieve integrative problem solving.
Conceptual skills
The ability to work well in cooperation with other persons.
Human skills
The ability to apply expertise and perform a special task with proficiency
Technical skills
5 functions of management
PLANNING
ORGANIZING
LEADING
STAFFING
CONTROLLING
determining what strategies to use, what actions to take, and deciding what resources are needed to achieve the goals
PLANNING
central functions of management
PLANNING
setting goals and objectives
PLANNING
process of establishing worker relationships allows workers to work together to achieve their organization’s goals
organizing
execution of the plan happens
organizing
this function involves articulating a vision, energizing employees, inspiring and motivating people.
LEADING
inspiring to become high performers
LEADING
recruiting and selecting employees for positions within the company
STAFFING
evaluate how well you are achieving your goals, improving performance, taking actions
controlling
feedback mechanism of management
controlling
what theory is “14 priniciple of management” henry fayol
administrative management theory
who said “14 priniciple of management” ___________
henry fayol
who said “focuses on the human aspect of life”
Elton mayo
- Hawthorne theory
- Maslow hierarchy of needs
Elton mayo
of the firm is also known as the “microenvironment”
general environment
general environment of the firm is also known as the “______________”
microenvironment
it consist of the most general elements that can potentially influence the strategic and long-term decisions of the firm
general environment or microenvironment
broader society dimensions that influence an industry and the firms within it
general environment
grouped into 7 dimensions or environmental segments
Demographic
Economic
Political/Legal
Sociocultural
Technological
Global
Physical
laws and regulations
Political/Legal
population’s size, age structure, geographic distribution, ethnic mix, and income distribution
demographic
nature and direction of the economy
Economic
society’s attitudes and cultural values
Sociocultural
new technologies and firms that create them
Technological
new global markets, existing markets that are changing, and their characteristics
Global
These are two analysis tools offer valuable insights into the organization and its position in the world
SWOT and PEST Analysis
potential and actual changes in physical environment and business practices
Physical
It provides an objective look and information a manager need to make a mature and favorable decision
SWOT and PEST Analysis
is a tool for documenting internal strength (s) weaknesses (W) in your business, as well as external opportunities (O) and threats
SWOT analysis
SWOT MEANING:
S- strength
W- weaknesses
O- oppurtunities
T-threats
P -
E-
S-
T-
P - Political
E-Economic
S-Social
T-Technological
is a management method whereby an organization assesses its macro external factors that influence its operation in order to become more competitive in the market.
pest analysis
is the process of setting objectives and determining ways to achieve them.
Planning
Planning Serve as “blueprint” for action
Planning
Planning serve as “_________” for action
blueprint
“Corporate level”, long-term plan, 3-7 years
Strategic plans
S-
M-
A-
R-
T-
S-pecific
M-easurable
A-ttainable
R-elevant
T-ime-bound
Involves analyzing competitive opportunities & threats, as well as the strengths & weaknesses of the organization, & determining how to position the organization to compete effectively in their environment.
Strategic plans
Creates the blueprint for the larger strategic plan. These plans are often short-term and are carried out by middle- level managers.
Tactical plans
“Functional level”, short-term plan, 1 year
Operational plans
“Business level”, medium-term plan, 1-2 years
Tactical plans
Covers the entire organization’s goals & objectives and puts into practice the ways & action steps to achieve the strategic plans. Very short term plans, usually less than a year.
Operational plans
The process of identifying alternative courses of action that can be implemented to meet the needs of changing circumstances.
CONTINGENCY PLAN
5 PLANNING TOOLS and TECHNIQUES
FORECASTING
CONTINGENCY PLAN
SCENARIO PLANNING
BENCHMARKING
STAFF PLANNERS
The process of making assumptions about what will happen in the future. It may be done qualitatively or quantitatively.
FORECASTING
Is a long-term version. identifies several alternative future scenarios that may occur.
SCENARIO PLANNING
A technique that makes use of external comparisons to better evaluate current performance and identify possible actions for the
BENCHMARKING
is the process of arranging people and other resources to work together to accomplish predetermined goals.
ORGANIZING
Hiring or seeking help of persons who do the planning for them and will present the plan for decision-making.
STAFF PLANNERS
The framework that defines the boundaries of a formal organization
Organization Structure
a structure of well-defined jobs each bearing a measure of authority and responsibility
Formal Organization
a network of personal and social relationships
Informal Organization
The reporting structure and division of labor in an organization
Organization Chart
The legitimate right to make decisions and to tell other people what to do
Authority
→The assignment of a task that an employee is supposed to carry out.
Responsibility
The expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance.
Accountability
6 NATURE OF ORGANIZING:
Division of labor
specialization
centralized organization
Decentralized organization
Span of control
Tall, flat
The assignment of different tasks to different people or groups.
Division of labor
A process in which different individuals and units perform different tasks.
Specialization
An organization in which high-level executives make most decisions.
Centralized organization
An organization in which lower-level managers make important decisions.
Decentralized organization
Units that support line departments
Line and Staff Organization
It shows the authority and responsibility relationships between the various positions
Organizational Structure
The number of subordinates who report directly to an executive or supervisor
Span of control
Departmentalization around specialized activities such as Marketing and Sales, Production and Operations, Accounting and Finance and Human Resources.
Functional Organization
Departmentalization that groups units around
Divisional Organization
is the management function that devotes itself to acquiring, training appraising, and compensation employees
staffing
process of getting detailed information about jobs
job analysis
is the process of gathering and analyzing information about the content and the human requirements
job analysis
getting the right number of qualified people into the right job at the right time
human resource planning
determining the future human resource needs of an organization in light of the organization objectives
human resource forecasting
the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals.
SELECTION
the organization seeks applicants for potential employee
recruitment
type of TESTING
Aptitude test
Psychomotor tests
Interest tests
Psychological tests
Polygraph tests
- measure a person’s capacity or potential ability to learn
Aptitude test
measure a person’s strength, dexterity, and coordination Job knowledge tests - measure the job- related knowledge possessed by a job applicant
Psychomotor tests
determine how a person’s interests compare with the interests of successful people in a specific job
Interest tests
measure personality characteristics
Psychological tests
popularly known as lie detector tests, record physical changes in the body (blood pressure, pulse, respiration, and skin conductivity) as the test subject answers a series of questions
Polygraph tests
TYPES OF EMPLOYMENT INTERVIEW
STRUCTURED INTERVIEW
SEMI-STRUCTURED INTERVIEW
SITUATIONAL INTERVIEW
UNSTRUCTURED INTERVIEW
ONE-ON-ONE INTERVIEW
BOARD (OR PANEL) INTERVIEW
GROUP INTERVIEW
STRESS INTERVIEW
uses a predetermined outline
STRUCTURED INTERVIEW
prepares major questions in advance but has flexibility to use techniques such as probing questions
SEMI-STRUCTURED INTERVIEW
put the prospective employee in action situations that might be encountered on the job
SITUATIONAL INTERVIEW
conducted without a predetermined checklist of questions
UNSTRUCTURED INTERVIEW
one interviewer is assigned to interview the applicant
ONE-ON-ONE INTERVIEW
two or more interviewers conduct the interview
BOARD (OR PANEL) INTERVIEW
questions several interviewees together in a group discussion
GROUP INTERVIEW
It is the process of giving new employees important information about their
JOB ORIENTATION
designed to place the interviewee under pressure
STRESS INTERVIEW
It refers to educational activities within a company created to enhance the knowledge and skills of employees while providing information and instruction on how to better perform specific tasks.
TRAINING AND DEVELOPMENT
higher pay, higher status, higher performance
PROMOTION
