Organization and Management Flashcards
“Management is an art of getting things done
through and with the people in formally organized
groups. It is an art of creating an environment in which
people can perform and individuals and can co-operate
towards attainment of group goals”.
Harold D. Koontz
“Management is an art of knowing what to do, when
to do, and see that it is done in the best and cheapest
way”.
Frederick Winslow Taylor
Management is a purposive activity
Frederick Winslow Taylor
“to manage is to forecast and
to plan, to organize, to command, to coordinate, and
to control
Henri Fayol
“Management is a multi-purpose organ that manages the
business and manages managers and manages workers
and work.”
Peter Drucker
“art of getting things
done through people”
Mary Parker Follette
Her ideas are contradictory to the idea of scientific
management, as she believed that managers and subordinates
should fully collaborate. Used the term “integration,” to refer to noncoercive power-sharing based
on the use of her concept of “power with” rather than “power over”
Mary Parker Follett
French businessman, first proposed in the early part of the twentieth
century that all managers perform five functions: planning, organizing, commanding,
coordinating, and controlling.14 Today, these functions have been condensed to four:
planning, organizing, leading, and controlling
Henri Fayol
set goals, establish strategies for achieving those goals, and develop
plans to integrate and coordinate activities.
Planning
arranging and structuring work to accomplish the
organization’s goals.
they determine what tasks are to be done, who is to do them, how the tasks are to be grouped, who
reports to whom, and where decisions are to be made.
Organizing
Two major theories comprise the classical approach
Scientific management theory Frederick W. Taylor
Frank and Lillian Gilbreth
General administrative theory
Henri Fayol and Max Weber
Two major theories comprise the classical approach
scientific management and general administrative theory. The
two most important contributors to scientific management theory were Frederick W. Taylor
and the husband-wife team of Frank and Lillian Gilbreth. The two most important contributors to general administrative theory were Henri Fayol and Max Weber
the use of scientific methods to define the “one best way” for a job to be done.
Scientific Management Theory
the process of hiring eligible candidates in
the organization or company for specific positions
Staffing
motivating and
influencing others to work for the common goal of the
organization
Leading
evaluation of whether things are
going as planned. To ensure that goals are being met and that work is being done as it
should be, managers must monitor and evaluate performance. Actual performance must be
compared with the set goals. If those goals aren’t being achieved
Controlling
negative view of people that assumes
workers have little ambition, dislike work, want to avoid responsibility, and need to be
closely controlled to work effectively
Theory X
positive view that assumes employees
enjoy work, seek out and accept responsibility, and exercise self-direction
Theory Y
Theory of X and Y author
Douglas McGregor
Hierarchy of Needs
Abraham Maslow
there are separate sets of mutually exclusive factors in the workplace that either cause job satisfaction or dissatisfaction
Frederick Herzberg
Three-Needa Theory
David McClelland
Need for Achievement nAch
Need for Power nPow
Need for Affiliation nAff
Father of Scientific Management
Frederick W. Taylor
Father of the Modern Theory of General and
Industrial Management
Henri Fayol
BUREAUCRATIC THEORY OF MANAGEMENT
Max Weber
Employees should have complementary
skill sets that allow them to specialize in
certain areas.
Division of Work
Management needs the authority to give
employees orders. This authority must be
agreed upon.
Authority and Responsibility
the idea of employees listening
to commands and being disciplined in
getting work done.
Discipline
Every employee should receive orders from only one superior
Unity of Command
Organizational activities must have one
central authority and one plan of action
Unity of Direction
The interestsof any one
employee or group of employees should not take precedence over the interests of the
organization as a whole.
Subordination of personal
interest to general interest
Workers must be paid a fair wage for their services
Remuneration
There should be a balance between
decision-making power. For example, a
company’s board of directors should have
a say, but the midlevel managers shouldn’t
be overpowered.
Centralization
The line of authority from top management to the lowest ranks
Scalar Chain
People and materials should be in the right place at the right time.
Order
Kindliness Justice Fairness
Equity
limit turnover and keep
employees around as they accumulate
knowledge and improve.
Stability of Tenure
Employees should share ideas and be
rewarded for innovative thinking and
taking on new tasks.
Initiative
“group morale”
Espirit de Corps
Division of Labor
Jobs broken down
into simple, routine,
and well-defined tasks
Authority and Hierarchy
Positions organized
in a hierarchy with
a clear chain
of command
Formal Rules and Procedures
Written guidelines, direct behaviors,the
decision in jobs, and written files are
kept for the historical record.
Impersonality
Promotions aren’t about emotions or
personal ties, but rather performance.
Meritocracy
Workers are selected and promoted based
on ability, performance, and
qualifications.
Elton Mayo
HUMAN RELATIONS MOTIVATIONAL THEORY OF
MANAGEMENT
Ludwig Von
Bertalanffy.
SYSTEMS THEORY OF MANAGEMEN
As a manager, you have social, ceremonial, and legal
responsibilities. You’re expected to be a source of inspiration. People look up
to you as a person with authority, and as a figurehead.
Figurehead
Managers represent and speak for their organization. In
this role, you’re responsible for transmitting information about your
organization and its goals to the people outside it.
Spokesperson
This is where you communicate potentially useful
information to your colleagues and your team.
Disseminator
you regularly seek out information related to your
organization and industry, looking for relevant changes in the environment.
You also monitor your team, in terms of both their productivity and their
well-being.
Monitor
solving problems, generating new ideas, and
implementing them.
Entrepreneur
mediate disputes within it.
Disturbance Handler
allocating funding, as well as
assigning staff and other organizational resources.
Resource Allocator
You may be needed to take part in, and direct, important
negotiations within your team, department, or organization
Negotiator
ability to favorably receive and adjust to an unfamiliar way of doing things
Cultural Intelligence
Geert Hofstede 1997
power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity and time orientation
changes in the dimensions of the external environment that result in increased
interdependence and integration among people and organizations around the
world
Globalization
This is the primary step in the process of planning which specifies the
objective of the organization
Setting Objectives
carefully, analyzing, and evaluating objectives about environment –
both external and internal – as well as identifying available resources, strengths,
and weaknesses about to the objective that is desired.
Situation Analysis
analyzing future events by considering possible
alternatives outcomes. I
Scenario Analysis
Identification of alternative courses of action that may be undertaken to
achieve predetermined goals. Once alternative strategies have been identified,
evaluate each to determine which is the most appropriate for achieving goals and
objectives.
Development and Analysis of Alternatives
identified action steps are now carried out. In this step where other managerial
functions come into the picture.
Implementation of Plan
constantly and taking feedback at regular intervals is
called follow-up
Monitoring of the plan
