Management

What if Frederick Taylor known as?

"The Father of Management"

Human Skills

- A combination of social, interpersonal, and leadership skills - Evaluate inefficiencies and make unpopular choices, but also create a healthy work environment conducive to development and constructive criticism

SWOT Analysis

- A key planning tool managers have at their disposal Provides a means of projecting expectations, anticipating problems, and guiding decision making - An examination of the internal and external factors that impact the organization and its plans

Technical Skills

- A learned capacity in any given field of work, study, or play - Front-line managers often need to use technical skills on a daily basis

Conceptual Skills

- Ability to generate ideas creatively and intuitively and show comprehensive understanding of contexts and topics - Requires conceptual thinking - an ability to formulate ideas or mental abstractions - Often viewed as critical success factors for upper-managerial functions

Middle Managers

- Allocate resources to achieve the goals and objectives set by top managers - Oversee first-line managers

Organizing involves:

- Assigning tasks - Grouping tasks into departments - Delegating authority - Allocating resources across the organization

First-line Managers

- Coordinate activities developed by middle-managers - Supervise non-managerial employees and report back to middle-managers

Divisional Structure

- Each organizational function has its own division - Each division contains all necessary resources and functions within it to support that particular product line of geography - Product Departmentalization: the various activities related to the product or service are under the authority of one manager - Geographic Departmentalization: grouping activities based on geography such as Asia/Pacific or Latin American division, important if tastes or brand response differs across regions

Fayol's Five Duties of Management

- Foresight : Create a plan of action for the future. - Organization: Provide resources to implement the plan. - Command: Select and lead the best workers through clear instructions and orders. - Coordinate: Make sure the diverse efforts fit together through clear communication. - Control: Verify whether things are going according to plan and make corrections where needed.

Henri Fayol

- Henri Fayol worked as a mining engineer and began his work on management structures after an event he perceived to be a failure of management structure. When a horse broke its leg and nobody at the mine had the authority to purchase a new one, the mine was shut down. - Fayol's book General and Industrial Management describes five duties of management and fourteen principles Fayol felt could guide management.

Matrix Structure

- Individuals grouped by two different operational perspectives at the same time; generally best for companies large enough to justify the increased complexity - Company is organized by both function and product - Product lines managed horizontally and functions managed vertically - Matrix allows for both communication across task boundaries and allows for specialization Increased complexity in chain of command when employees are assigned to both functional and product managers - Can increase costs - Can lead to conflicting employee loyalties - Blurred authority in a matrix can hamper decision making and conflict resolution

Benefits of Organizing

- Organizing harmonizes employees' individual goals with the overall objectives of the firm - A good organizational structure is essential for expansion of business activities, helps business determine the resources it needs to grow - Organizing aids business efficiency and helps reduce waste - Organizing makes "chain of command" clear so employees know whose directions they should follow

Key Functions of Management Today

- Planning - Organizing - Staffing - Leadership/directing - Controlling/monitoring - Motivating

Some of Fayol's principles are still included in management theory and practice, including the following:

- Scalar chain: An unbroken chain of command extends from the top to the bottom of the organization. - Unity of command: Employees receive orders from only one superior. - Unity of direction: Activities that are similar should be the responsibility of one person. - Division of work: Workers specialize in a few tasks to become more proficient.

Top Managers

- Set organizational objectives and goals - Scan external environment for opportunities - Help develop long-range plans - Make critical decisions that affect the entire organization

Frank and Lillian Gilbreth

- The Gilbreths used scientific insights to develop a study method based on the analysis of work motions. - They filmed the details of a worker's activities while recording the time it took for them to complete those activities. - Philosophical divide between Taylor and the Gilbreths' -Taylor focused on reducing process time -Gilbreths tried to make overall process more efficient reducing the motions involved, and felt they were more concern for workers' welfare then Taylor

"Taylorism" is:

- The first form of scientific management - Sometimes called the "classical perspective" - Still observed for its influence but no longer practiced exclusively

Functional Structure

- The organization is divided into smaller groups by areas of specialty - Company's top management team typically consists of several functional heads - Communication generally occurs within each department and is transmitted across departments through department heads - Allows for increased specialization - Functional groups may not communicate with one another which can decrease flexibility and innovation; may be susceptible to tunnel vision with each function seeing the organization only within the frame of its own operation - May be more effective for larger corporations that produce relatively homogenous goods

Four Principles of Taylor's Scientific Management are:

1. Look at each job or task scientifically to determine the "one best way" to perform the job. This is a change from the previous "rule of thumb" method where workers devised their own ways to do the job. (Science) 2. Hire the right workers for each job, and train them to work at maximum efficiency. (Full Potential) 3. Monitor worker performance, and provide instruction and training when needed. (Cooperate) 4. Divide the work between management and labor so that management can plan and train, and workers can execute the task efficiently. (Divide)

Fayol introduced a management concept derived from the military. This concept is called:

Chain of Command

The majors "E's" are:

Effective and Efficient

Using films of worker's activities to identify areas for improvement, is the essential description of whose work?

Frank and Lillian Gilbreth

Vision Statement

Gives employees something to rally behind and can let the world know where the company is going

Defining Managers

Managers wear many hats and must bring with them an entire toolkit of skills—conceptual skills, human skills, and technical skills—in order to reach organizational goals and objectives effectively..

How is a organizational structure typically represented?

Organizational Chart

Mission Statement

Outlines how the business will turn its vision into reality and becomes the foundation for establishing specific goals and objectives

What does PSP stand for?

People Service Profit

Frederick Taylor's Scientific Management Theory

Scientific management is a management theory that analyzes work flows to improve economic efficiency, especially labor productivity

Times Studies

Taylor was concerned with reducing process time and worked with factory managers on scientific times studies.

Robert Katz identified three critical skill sets for successful managers. The skills are:

Technical, Conceptual, and Human

Managerial levels

Top management, middle management, and first-line management.

Organizational Chart

a diagram showing the interrelationships of its positions and highlights the chain of command, or the authority relationships among people working at different levels. It also shows the number of layers between the top and lowest managerial levels.

Planning

a process of thinking about and organizing the activities needed to achieve a desired goal.

An Organization with few layers has...

a wide span of control, with each manager overseeing a large number of subordinates; with a narrow span of control, only a limited number of subordinates reports to each manager.

Understanding specialization and the division of work is key to this effort, since many of the "___________" are employees.

assets

Motion Study

breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive

Organizing is highly...

complex and often involves a systematic review of human resources, finances, and priorities

Operational plans

detailed standards that guide the implementation of tactical plans and establish the activities and budgets for each part of an organization

Before a plan can be implemented, managers must organize the assets of the business to execute the plan ____________ and _____________.

efficiently and effectively

Tactical plans-

high-level strategic plans into specific plans for actions that need to be taken up and down the layers of an organization

14 principles link

https://byjus.com/commerce/henri-fayol-14-principles-of-management/

Contingency plans

lay out the course of action a business will take in response to possible future events

During the organizing process....

managers coordinate employees, resources, policies, and procedures to facilitate the goals identified in the plan

A business without....

solid strategic, operational, and contingency plans will have a hard time meeting its organizational goals.

What can a Organizational Chart dictate?

span of control or the number of subordinates a supervisor has

SWOT stands for

strengths, weaknesses, opportunities, and threats

Strategic plans

translate the company mission into a set of long-term goals and short-term objectives