Principles of Management 1

Humanistic perspective: human relations movement

-When employees were treated well they performed better -the movement shaped management practice and research

Classical Perspective

Emerged during the nineteenth and early twentieth centuries -Rise of the factory system -Issues regarding structure, training, and employee satisfaction Large, complex organizations required new approaches to coordination and control Three subfields: scientific management, bureaucratic organizations, and administrative principles

4 Elements of quality management

Employee involvement Focus on the customer bench marking Continuous improvement

Human resources perspective

From worker participation and considerate leadership to managing work performance -Combine motivation with job design -Maslow and McGregor extended and challenged current theories -Maslow's Hierarchy -Theory X and Theory Y

Management types: horizontal

Functional Managers: are responsible for departments that perform specific tasks General Managers: are responsible for several departments

External organization environment

General Environment: -Outer layer that directly affects organization ie; technology, politics, legal Task Environment: -Sectors that conduct transactions with the organization ie; suppliers, customers, competitors Internal Environment: -Elements within the organization boundaries ie; employees, culture, management

Administrative principles

Henri Fayol, Identified five functions of management: planning, organizing, commanding, coordinating, and controlling 14 general principles of management: -Unity of command -Division of work -Unity of direction

scientific management WHO DID IT? What did Henry Gantt do? Who came up with the motion studies?

Improve efficiency and labor productivity through scientific methods Frederick Winslow Taylor proposed that workers "could be retooled like machines" Management decisions would be based on precise procedures based on study Henry Gantt developed the Gantt Chart to measure and plan work The Gilbreth's pioneered time and motion studies to promote efficiency

Humanistic Perspective

Mary Parker Follett and Chester Barnard Understand human behaviors, needs, and attitudes in the workplace Importance of people rather than engineering techniques: contrast to scientific management Empowerment: facilitating instead of controlling Recognition of the informal organization Introduced acceptance theory of authority

bureaucratic organizations

Max Weber, a German theorist, introduced the concepts Manage organized on an impersonal, rational basis Organization depends on rules and records Managers use power instead of personality to delegate

Hofstede's Value Dimensions

Power Distance Uncertainty Avoidance Individualism and Collectivism Masculinity and Femininity

Total quality management

Quality movement is strongly associated with Japan The US ignored the ideas of W. Edwards Deming, "Father of the Quality Movement" Total Quality Management (TQM) became popular in the 1980s and 90s Integrate high-quality values in every activity

Recent trends of Quantitative perspective

Subsystems - are parts of the system that are all interconnected Synergy - the whole is greater than the sum of its parts

Management types: Vertical

Top managers are responsible for the entire organization Middle managers are responsible for business units First-line managers are responsible for production of goods and services

Quantitative Perspective -Operations Management -Information technology

Use of mathematics and statistics to aid management decision making -Enhanced by development and growth of the computer Operations Management: focuses on the physical production of goods and services Information technology: focuses on technology and software to aid managers

Theory X Theory Y

X- people inherently dislike work and will avoid it if possible Y-humans do not dislike work. people search and seek responsibility.People will experience self-direction and self-control in the service of objectives to which he or she is committed.

involvement culture

caring, family like atmosphere ie; education, medical

Management skills

conceptual, human, technical (these vary based on management type and level)

achievement culture

concerned with serving specific customers without intense need for flexibility and rapid change (winning) ie; sales

International market standing

exporting: transporting products for sale to foreign countries outsourcing: offshoring- send jobs elsewhere for cheap labor licensing: enabling company to produce and market production in other countries direct investing: high level of involvement, company managers and control assests

adaptability culture

fast paced & high risk decision making

consistency culture

following rules and being thrifty are valued. rational and orderly ie; accounting

Organization

is a social entity that is goal directed and deliberately structured

Management

is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

Organizational effectiveness

providing a product or service that customers value

Organizational efficiency

refers to the amount of resources used to achieve an organizational goal

corporate culture

set of key values the organization sets to be followed by all employees: - beliefs, symbols, stories, slogans, heroes, ceremoines