Samenvatting Flashcards
Planning
Determine the organization’s mission, vision and goals, formulating the strategy, identifying internal strenghts and weaknesses and external oppurtunities and threats (SWOT)
Organising
Grouping tasks into jobs, allocating authority, incorporating integrating mechanisms.
Leading
motivating, energising, and enabling employees, using power, personality, influence, persuasion, and communication skills to coordinate people and groups.
Controlling
Monitoring the performance of individuals, departments and the organisation as a whole, taking corrective actions.
Efficiency
measure of how well resources are used to achieve a goal
Effectiveness
measure of the appropriateness of the goals an organisation is pursuing and the degree to which the organisation achieves these goals.
Organisations
collections of people who work togheter and coordinate their actions to achieve a wide variety of goals or desired future outcomes.
Organisational performance
measure of how efficiently a manager uses resources to achieve goals.
Interpersonal role, figurehead
outline future organisational goals to employees at company meetings, open new corporate hq building, state the ethical guidlines and the principles.
Interpersonal role, leader
provide an example for employees to follow, give direct commands and orders to subordinates, make decisions concerning the use of human and technical resources, mobilize employee support for specific organizational goals.
Interpersonal role, liaison
coordinate the work of managers in different departments, establish alliances between different organizations to share resources to produce new goods and services.
Informational role, monitor:
evaluate the performance of managers in different tasks and take corrective action to improve their performance. Watch for changes occuring in external and internal envirnments that may affect the organization in the future.
Informational role, disseminator
inform employees about changes in the external and internal environments that will affect them and the organization.
Informational role, spokesperson
launch a national advertising campaign to promote new goods and services, give a speech to inform the local community about the orgaizations future intentions.
Decision role, entrepreneur
commit orgaizational resources to develop innovative goods and services, decide to expand internationally to obtain new customers.
Decision role, disturbance handler
move quickly to take corrective action to deal with unexpected problems from the external environment or from the internal environment
Decision role, resource allocator
allocate organizational resources among different tasks and departments of the organization
Decision roles, negotiator
work with suppliers, distributors and labor unions to reach agreements about the quality and price of input, technical and human resources work with other organizations to establish agreements to pool resources to work on joint projects.
Conceptual skills
demonstrated in the general ability to analyze and diagnose a situation and to distuingisch between cause and effect. top managers require the best conceptual skills because their primary responsibilities are planning and organizing.
Human skills
include the general ability to understand, alter, lead, and control the behavior of other individuals into cohesive team distinguishes effective from ineffective managers. like conceptual skills, human skills can be learned by education and training and experience.
Technical skills
job-specific skills required to perform the type of work or occupation at a high level. Specific manufacturing, accounting, marketing, and information technology skills. Managers need a range of technocal skills to be effective. The array of technical skills managers need depends on their position in their organisation.
Competitive advantage
- Efficiency
- Quality
- Innovation
- Responsiveness to customers
Planning and strategy
- develop a mission strategy
- formulate a company strategy
- implementation of the strategy
Single-use plans
developed to handle nonprogrammed decisions making in unusual or one of a kind situations.
Standing-use
plans that are used in sitations in which programmed decision making is appropriate.
Scientific management
Adam Smith: job specilisation, pin factoru
Frederic winslow taylor:
principle 1: study the way workers perform their tasks. Principle 2: codify new methods into written rules and standard operating procedures.
Principle 3: select workers who possess skills and abilities that match the needs of the task and train them to perform the task according to the rules.
Principle 4: fair level of performance for a task and then develop a pay system that rewards performance above the fair level.
Frank and lilian gilbreth: 1. analyze every action necessary to perform a task and break it in actions.
- find better ways to perform each action.
- reorganize each of the actions so that the whole action could be performed more efficiently.
Aministrative management
study how to create organizational structure and control system that leads to high efficiency and effectiveness.
Max Weber:theiry of bureaucracy
- formal authority derives from its position inside the company
- individuals occupy positions because of their perfomance
- each individuals authority and responsibility are specified by the organisation.
- authority is exercised when positions are arranged hierarchically.
- rules of the organizations are followed and control individual behavior.
Henri fayol
- prevoir: looking ahead when writing an action plan
- organiser: design of organisational structure, description of tasks, responsibilities and authority.
- commander: giving orders and giving support to employees.
- coordener: coordation
- controler: check whether work has been carried out according to plan.
Behavioral management
Mary parker follet:
- human side of organization.
- management overlooks the multitude of ways employees contribute.
- power is fluid and should flow to the person who can best help the organization achieve its goals. Had a horizontal view of power and authority.
Elton Mayo:
- Hawthorne studies, if the managers are more involved the effectiveness will go up.
Theory x and y (douglas mc gregor):
- manager x will find employees are always lazy and manager y will find that workers are always motivated.
