LAB MANAGEMENT PRELIMS

1. manager as a person, servant, and representative 2. (a) Interpersonal (b) Informational (c) Decision Maker

1. Roles of a Manager (3) 2. Mintzberg's Managerial Roles: (a) acts as a figurehead; leads staff (b) monitors information flows; disseminates relevant info (c) monitors information flows; disseminates relevant info

1. Span of Control (A) Centralized organization (B) Decentralized organization Factors: 1. external environment 2. nature of the decision 3. abilities of low-level managers 4. organization's tradition of management

1. __ - "span of management"; number of workers who report to one manager (A) __ organization systematically works to concentrate authority at the upper levels (B) __ organization - management consciously attempts to spread authority to the lower organization levels Factors that can influence whether a firm is centralized/decentralized 1. the more complex and unpredictable the __, the more likely that top managers will make low-level managers make decisions 2. the riskier/more important the decision, the greater the tendency to centralize decision making 3. if managers do not have strong decision-making skills, top managers will be reluctant to decentralize 4. an organization that has traditionally practiced centralization/decentralization is likely to maintain that posture in the future

1. Work Specialization 2. Chain of Command (A) Unity of Command (B) Scalar principle 3. Authority (A) Line Authority (B) Staff Authority (C) Functional Authority

1. __ - principle that employees can work efficiently if they're allowed to specialize; sometimes called "division of labor" 2. __ - an unbroken line of authority that links all persons in an organization and defines who reports to whom (A) principle states that an employee should have one and only one supervisor (B) clearly defined line of authority that includes all employees in the organization; i.e. organizational chart (umbrella chu chu) 3. __ - formal and legitimate right of a manager to make decisions, issue orders and allocate disorders (A) gives a manager the right to direct work without consulting others (B) supports line authority by advising servicing, and assisting (C) delegated to an individual/department over specific activities; they may issue orders down the chain of command

1. Directing 2. Supervising 3. Rensi Likert

1. most visible of all management functions; includes seeing day-to-day tasks necessary to ensure smooth running facility; human factor stage 2. implies overseeing of the work of subordinates by their superiors Major Leadership System 3. __ - first described his famous management systems; created 4 systems

1. Planning 2. Organizing 3. Directing/Leading 4. Controlling

4 Fundamentals of Management: 1. the basic function; deals with chalking out a future course of action and deciding in advance the most appropriate course of actions 2. process of bringing together resources and developing productive relationships amongst them to achieve goals 3. part of managerial function which actuates organizational methods to work efficiently for achievement of organizational purposes 4. implies measurement of accomplishment against standards and correction of deviation if any to ensure achievement of goals

4. Delegation (A) specifically assign tasks to indiv. team members (B) give team members the correct amount of authority to accomplish assignments (C) makes sure team members accept responsibility (D) create Accountability Additional Principles: 1. Match employee to the task 2. Be organized and communicate clearly 3. Transfer authority and accountability with the task 4. Choose the level of delegation carefully

4. __ - the downward transfer of authority from a manager to a subordinate (A) manager makes sure employees know they are responsible for carrying out assignments (B) an employee is assigned authority to commensurate with the task (C) the supervisor delegates authority; responsibility is shared (D) answering for one's actions and accepting the consequences Additional Principles for Managers who tried to delegate and failed: 1. the individual selected should possess the skills and capabilities needed to complete the task 2. the manager must have clear understanding of what needs to be done 3. providing employees with necessary resources and power to succeed 4. the manager must maintain some control of both the process and results of the delegated activities

BLAKE AND MOUTON MANAGERIAL GRID 1. Impoverished management 2. Produce-or-perish management 3. Middle of the road management 4. Country club management 5. Team management A. Paternalistic Management B. Opportunistic Management

BLAKE AND MOUTON MANAGERIAL GRID 1. low results/low people - "indifferent" manager is most ineffective 2. high results/low people - "authoritarian" or "authority-compliance managers"; team members are simply a means to an end 3. medium results/medium people - "status quo" manager; tries to balance results and people 4. high people/low results - "accommodating" style; most concerned about team members' needs and feelings; if they are happy, they will work hard 5. high production/high people - team management is most effective leadership style; leader who is passionate and does the best for his people A. __ - jumps between country club and produce-or-perish styles; can be supportive but will guard their position B. __ - place their own needs first, shifting around the grid to adopt whichever style will benefit them

1. Performance 2. Measurement

Baldrige Criteria 1. refers to output results and their outcomes obtained from processes, products, and services 2. refers to numerical information that quantifies input, output, and performance dimensions of processes, products, services, and overall organization (outcomes)

Def. of Mgt. 1. Harold Koontz and Heinz Weihrich 2. Robert L. Trewelly & M. Gene Newport 3. Kreitner 4. George R. Terry Conditions: 1. A mission/goal 2. leaders 3. Resources 4. Responsibility for achieving goals 5. accountability for using resources

Definitions of Management: 1. "management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims" 2. the process of planning, organizing, actuating and controlling an organization's operations in order to achieve coordination of the human and material resources essential in the effective and efficient attainment of objectives 3. the process of working with and through others to effectively achieve organizational objectives by efficiently using limited resources in the changing environment. 4. consists of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources. 5 Conditions for Management to Proceed:

Factors: 1. Leader 2. Followers 3. Communication 4. Situation

Factors of Leadership 1. you must have an honest understanding of who you are, what you know, and what you can do 2. different people require different styles of leadership 3. lead through two-way communication 4. use your judgement to decide the best course of action and leadership style for each situation

1. Tells 2. Sells 3. Consults 4. joins 1. Forces in the Manager 2. Forces in the subordinate 3. Forces in the situation

Fred E. Fieler's 4 Main Styles of Leadership: 1. manager identifies a problem, chooses a decision, and announces this to subordinates 2. manager makes efforts to persuade those faced with a decision to accept it 3. problem is identified but does not make a final decision 4. manager defines the limits within the decision Tannenbaum and Schmidt 3 factors of leadership style: 1. behavior of the leader is influenced by his personality, background, knowledge and experience 2. personality of subordinates and their expectations 3. environmental and general situations

1. Mission 2. Goals and Objectives 3. Strategies 4. Policies 5. Procedures 6. Rules 7. Programs 8. Budget

Hierarchy of Plans: 1. reason for the existence of an organization; it clears what an organization wants to provide to society 2. planned results to be achieved 3. one of the important parts; a comprehensive master plan stating HOW an organization will achieve its mission and goals 4. comprehensive guideline for decision making 5. sequential steps that describe in detail how a particular task is to be performed 6. detailed guides to action; specific and rigid and are strictly to be obeyed 7. statement of activities essential to accomplish a single-use plan; comprehensive plan 8. short-term financial plan

1. Strategist 2. Problem Solver 3. Teacher

High-Performance Manager: 1. one who looks to the future, makes educated guesses, and interprets them in terms of opportunities for growth and progress 2. one who perceives the differences between the anticipated future and unfolding present and who decides what must be done with those factors 3. one who guides others and helps them to identify and solve problems

LEADERSHIP STYLES: 1. Employee-oriented leaders 2. Production-oriented leaders 3. Initiating structure behavior 4. Consideration behavior Managerial Grid: 1. Concern for people 2. Concern for results

LEADERSHIP STYLES: 1. has strong ties to their employees; spend more time in actual supervision; concern for people both on and off the job 2. emphasize high productivity; views workers as only tools for use; spend time on production-related problems 3. pay attention to assigning particular tasks; specify and clarify what is expected; uniformity of procedures 4. have effort to explain their action; treat workers as equals friendly and approachable Managerial Grid: 1. degree to which a leader considers team member's needs, interests, and areas of dev't 2. degree to which a leader emphasizes concerete objectives, efficiency and high productivity

1. Top Level/Administrative Level 2. Middle Level/Executory 3. Low Level/ Supervisory/Operative/First-line managers

Levels of Management: 1. consists of board of directors, chief executive, or managing director; ultimate source of authority and manages goals and policies for an enterprise 2. responsible to the top management for the functioning of their department; devote more time to organizational and directional functions 3. consists of supervisors, foreman, section officers, etc.

1. Exploitative Authoritative 2. Benevolent Authoritative 3. Consultative System 4. Participative System

MAJOR LEADERSHIP SYSTEM 1. extremely hierarchical, with power and responsibility lying at higher levels within the organization 2. responsibility lies at upper echelons; instead of inducing performance through threat and punishment/fear, employees are motivated through a reward system 3. managers have yet greater trust in their subordinates and demonstrate as such by implementing ideas or beliefs that they share with their team members 4. most satisfying for lower-level employees; upper management has full trust in their subordinates and actively works with them as part of the decision-making process

Organizational Behavior Management 1. Elton Mayo 2. Douglas McGregor 3. Rensis Likert 4. Bernard Systems Analysis Management

MAJOR THEORIES: __ - uses concepts from psychology and sociology and management theories 1. origins lie in studies by __ 2. dev't assumptions about basic nature of man 3. writings encouraged managers to be supportive in their relationships 4. recommended that executives encourage a climate of cooperation __ process of examining a business situation for the purpose of dev't a system solution to a problem or devising improvements to such a situation

Scientific Management 1. Henri Fayol 2. Frederick Taylor 3. Frank & Lilian Gilbreth 4. Mary Parker Follett; Lyndall Urwick

MAJOR THEORIES: __ - represents the first orderly efforts to examine the functioning of complex organizations; cause-and-effect analysis 1. first introduced the concept that management should be an orderly process of tasks and duties, of which planning was the most important. Fayol's thesis provides the base for the theory called the functions of management, or management process. 2. often called the "father of scientific management", broke down each task into segments that could be analyzed for ways to improve efficiency. Many of the principles and concepts proposed by modern theorists can be traced to __ 3. perfected Taylor's motion study method and developed methods analysis 4. pointed out that management is essentially coordination; introduced the role of the management consultant and attempted to classify and codify the work done on management theories

Bureaucracy Management Characteristics: 1. hierarchical management structure 2. division of labor 3. formal selection process 4. career orientation 5. formal rules and regulations 6. impersonality

MAJOR THEORIES: __ - uses hierarchical chain of command of examine working of organizations; it examines the organizational aspects and workflow of companies to explain how they function and how to improve Characteristics of Bureaucracy: 1. each level controls the levels below; authority and responsibilities are clearly defined 2. tasks are clearly defined; clear definition of authority and responsibility 3. employee selection and promotion are based on experience, competence and qualification 4. management is separate from ownership; managers are career employees 5. __ are documented to ensure reliable and predictable behavior 6. rules are applied uniformly to anyone

1. Theory X 2. Theory Y A. Decentralization and Delegation B. Job Enlargement C. Participative management D. Performance Appraisals Pygmalion Effect

McGregor's Theories: 1. work is inherently distasteful; people attempt to avoid work; most people are not ambitious - the method relies on coercion, threats, micromanagement, and tight controls 2. work can be as natural as play if conditions are favorable; people will be self-directed and creative; people will be committed to their quality and productivity if rewards are in place Principles of scientific management: A. managers will have more subordinates B. broadening the scope of an employee's job adds variety and opportunities C. consulting employees in decision making D. having the employee set objectives and participate in the process of self-evaluation increases engagement and dedication __ - a type of self fulfilling prophecy in which raising manager expectations regarding subordinate performance boosts subordinate performance

Organizational Process 1. Formal Bureaucracy 2. Informal Groups 3. Organization 5 Steps of Organizational Process: 1. Job design 2. Departmentalization 3. Delegation 4. Span of Management 5. Chain of Command

ORGANIZATIONAL PROCESS: 1. officially sanctioned by owners of the institution; given authority and responsibility to carry out the organization's designated duties 2. develop from interaction and allegiance of people with a common interest 3. __ - end result of the organizing process; a whole consisting of unified parts acting in harmony to execute tasks to achieve goals Steps of an organizational process (5)

1. Review plans and objectives 2. Determine the activities necessary to accomplish objectives 3. Classify and group the necessary work activities into manageable units 4. Assign activities and delegate authority 5. Design a hierarchy of relationships Organizational chart

Organizational Process: 1. managers must examine plans and continue to do so as plans change and new goals develop 2. managers list and analyze tasks that need to be accomplished 3. a manager can group activities based on 4 models of departmentalization __(A) 4. managers assign the defined work activities to specific individuals 5. organizational chart __ - an essential management too; shows hierarchical relationships between functional areas

Personal Traits of Leaders: 1. Personality 2. Persuasive 3. Persistence 4. Patience 5. Perceptive 6. Probity

Personal Traits of Leaders: 1. an outgoing style, humor and warmth, remembering personal characteristics 2. communication skills; communicate in style or jargon; message must fit the audience 3. keep trying 4. patients and persistence are essential twins; self-discipline is essential 5. sensitive to other people's wants and needs 6. honesty and trustworthiness

Personal Traits of Leaders: 7. Praise Giving 8. Positive orientation 9. People based 10. Possible 11. Practical 12. Progressive 13. Prepared 14. Power Building

Personal Traits of Leaders: 7. people given recognition for their contributions 8. opportunistic; honest and realistic 9. leaders must be of, by, and for the people 10. a leader must be realistic to determine the art of the possible 11. a leader must realize that pleasing all people all the time is not possible 12. an effective leader will move the group forward 13. a leader must be knowledgeable abouttheir goals; organized and prepared 14. they must trust other people to get a job done; must be able to delegate

1. recognizing need for action 2. setting objectives 3. developing premises 4. identifying alternatives 5. examining alternate course of action 6. seleting the alternative 7. formulating supporting plan 8. implementation of the plan

Planning Process: 1. being aware of business opportunities in external environment; SWOT analysis should be done 2. second, and perhaps the most important step; to establish the objectives for the whole organization 3. assumptions are made in the form of forecasts, plants, past policies, etc. 4. identify alternatives available to the managers 5. evaluate and examine each of the alternative plans 6. decision making stage; best and most feasible plan will be chosen 7. secondary plans help with implementation of the main plan 8. this is when all other functions of management come into play

Leadership Principles 1. Lead by example 2. Leadership is about people 3. Focus on Change 4. Be human and admit mistakes 5. Understand the value of listening 6. Develop leadership skills 7. Promote diversity 8. Work together to achieve more 9. Have solid values 10. Use technology and innovation 11. Help to develop future leaders

Principles of Leadership __ - set of actions or guiding beliefs that leaders can implement or motivate them toward success 1. leaders demonstrate how to behave, perform tasks, and do their work 2. communicating and engaging with your team is essential to leadership; interpersonal and communication skills are essential 3. transformation should be at the foundation of every leadership plan 4. it can be beneficial for other people to see a leader acknowledge their mistakes as it can help them be more relatable 5. learn to listen more than you talk; by listening, you could find out valuable, new information 6. a good leader has specific skills and characteristics that help them lead effectively 7. a leader should welcome diversity and harness strengths that it can confer; a diverse workforce encourages innovation and new ideas 8. collaboration and cooperation 9. a leader must have a clear vision and solid values to inspire their followers and motivate them 10. take advantage of the benefits that technology can bring to your organization 11. make sure there is someone else who can take over your role when necessary

1. managers work with and through other people 2. managers are responsible and accountable 3. managers balance completing goals and set priorities 4. Analytical Thinker 5. Conceptual Thinker 6. Managers are mediators 7. Managers are politicians 8. managers are diplomats 9. managers are symbols 10. managers make difficult decision

Qualities of a Manager: 1. work with anyone at any level; work to achieve personal goals 2. in charge of seeing thought that specific tasks are done successfully; evaluate how well they arrange these tasks; responsible for actions of their subordinates 3. each manager must strike balance between various goals and needs 4. a manager must be able to break a problem down into its components, analyze them, then come up with a solution 5. views the entire tasks in the abstract and relate it to other tasks 6. setting quarrels requires skill and takt 7. build relationships and use persuasion and compromise to promote goals 8. serve as official representatives 9. personify an organization's successes and fainlures 10. managers are expected to come up with solutions to difficult problems

1. controls must reflect the nature and needs of the activity 2. controls should report deviations promptly 3. controls should be forward looking 4. controls should point up exceptions as strategic points 5. controls should be objective 6. controls should be flexible 7. controls should reflect the organization pattern 8. controls must be economical 9. controls should be understandable 10. controls should indicate corrective action

REQUIREMENTS OF ADEQUATE CONTROLS 1. all control systems should reflect the job they are to perform 2. ideal control system detects deviations before they actually occur 3. managers should strive for a control technique which forecasts deviations in time for him to make corrections 4. controls should not only point up deviations, but pinpoint them where they are important to his operations 5. controls should be definite and determinable in a clear and positive way 6. controls must remain workable in the face of changed plans 7. organization, is the principle vehicle for coordinating the work of people 8. control must be worth its cost 9. control systems must be one that is understood by the manager and staff 10. an adequate system should disclose where failures are occurring, who is responsible, and what should be done

1. Contingency Model (A) Leader's Trait (B) Situational Factor > Leader-member relations > Task structure > Position power 2. Continuum of leadership

SITUATIONAL LEADERSHIP MODELS (Fred E. Fiedler) 1. concentrated on the relationship between leadership and organizational performance (A) lead preferred co-worker (LPC) scale; high LPC scores are relationship-oriented; low scores are task-oriented (B) a leaders' behavior is dependent upon the favorability of the leadership situation > __ - degree to which leaders are trusted and liked > __ - degree to which the group's task has been described as structured or unstructured > __ - power of the leader by virtue of the organizational position and degree to which the leader can exercise authority 2. continuum presents a range of action related to the degree of authority used by the manager and to the area of freedom

1. Feedforward controls 2. Concurrent controls 3. Feedback controls Controlling steps: 1. set standards 2. measure performance 3. compare performance to standards 4. determine reasons for deviations 5. take corrective actions as needed

TYPES OF CONTROLLING TECHNIQUES 1. "preliminary/preventive" controls; attempt to identify and prevent deviations in standards before they occur; focus on human, material, and financial resources 2. monitor ongoing employee activity to ensure consistency with quality standards; rely on performance standards, rules, and regulations; ensure work activities produce desired results 3. reviewing information to determine whether performance meets established standards Controlling consists of 5 Steps:

Basis on Hierarchy: 1. Corporate Plan 2. Tactical Plan 3. Operational Plan Basis of Use: 1. Single-use Plan 2. Standing-use Plan Basis of Flexibility: 1. Specific Plan 2. Flexible Plan

TYPES OF PLANNING Basis of Hierarchy: 1. long-term plan prepared by top-level management; gives reason for existence for the organization; clearly defines the objectives 2. middle-level management prepares this; consistent with the corporate plan; focuses on allocating resources 3. lower-level management prepares this; specific action plan for each and every activity of the unit; involves preparing a schedule; concentrates on the best use of available resources Basis of Use: 1. prepared for a specific purpose in a non-programmed situation 2. prepared for a programmed decision-making situation in an organization; gives broad guidelines for repetitive activities Basis of Flexibility: 1. dev't for a particular department 2. changeable on basis of time and situation

Vroom-Yetton Decision Model 1. Decision Quality 2. Team Commitment 3. Time Constraints

__ - model that is designed to help you identify the best decision-making approach and leadership style to take <3 Factors to Consider before using the model> 1. making the "right" decision is critical 2. when a decision will impact your team, it's best to use a collaborative process 3. when the issue at hand isn't time sensitive, you have more "space" to research your options

Human Organizations System Organizational Systems: 1. Input 2. Transformation 3. Output 6 Traits: 1. Holistic and Synergistic 2. Purposeful activity and a primary task 3. Hierarchy of systems 4. Operates as an open system 5. Stability and Equilibrium 6. Self-Regulating

__ - social systems __ - a self-contained collection of interacting and interdependent components working together toward a common purpose Organizational Systems: 1. resources are acquired and replaced; supplies, knowledge, machinery, etc. are procured 2. resources received are converted into the product/services 3. products and services are delivered to its customers; the enterprise satisfies its clients and receives nourishment to renew itself Organization's 6 Traits: 1. made up of interconnected parts both dependent/supportive of each other 2. system's reason for being is a shared goal 3. differentiation increases interdependence; seeks to improve the efficiency of the entity 4. even the most comprehensive system must receive inputs from outside its boundaries 5. the demands and tasks assoc. with this purpose create an inertia to develop around certain levels and tasks 6. a system depends on specific behaviors occurring at exactly the right time