MGT Chapter 1

Classical Perspective

1890-1930. Focus on the things of production. The needs of people were often ignored in the interest of higher production efficiency and profit. Four subfields: scientific management, bureaucratic organizations, administrative principles, and management science.

Management science

Aka quantitative perspective. Uses math, statistical techniques, and computer technology to facilitate management decision making.

Resource Allocator

Decisional Decide who gets resources; schedule, budget, set priorities

Entrepreneur

Decisional Initiate improvement projects; identify new ideas, delegate idea responsibility to others

Negotiator

Decisional Represent team interests; represent department during negotiation of budgets, etc.

Disturbance Handler

Decisional Take corrective action during conflicts or crises; resolve disputes among subordinates

Bureaucratic organizations

Emphasizes management on an impersonal, rational basis through elements such as clearly defined authority and responsibility, and separation of management and ownership. Employee selection based on qualifications rather than personal connections. Relies on rules and records for continuity. Positions organized in a hierarchy.

Scientific Management

Emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity. Suggested that decisions based on rules of thumb and tradition be replaced with precise procedures developed after careful study of individual situations.

Humanistic perspective

Emphasizes understanding human behavior, needs, and attitudes in the workplace, as well as social interactions and group processes.

Administrative Principles

Focuses on the total organization rather than the individual worker and delineates the management functions.

Who is the father of scientific management?

Frederick Winslow Taylor

_______ was a major contributor to the administrative principles approach.

Henri Fayol

Disseminator

Informational Forward information to other organization members; send memos and reports, make phone calls

Monitor

Informational seek and receive information; scan Web, periodicals, reports; maintain personal contacts

Spokesperson

Informational Transmit information to outsiders through speeches, reports

Leader

Interpersonal Direct and motivate subordinates; train, counsel, and communicate with subordinates

Liaison

Interpersonal Maintain information links inside and outside the organization; use email, phone, meetings

Figurehead

Interpersonal Perform ceremonial and symbolic duties such as greeting visitors, signing legal documents

Time Management Tips

Keep a to-do list Remember your ABC's Schedule your workday Do one thing at a time

What is the primary difference between managers of businesses and managers of nonprofits?

Managers in businesses direct their activities toward earning money for the company and its owners, whereas managers in nonprofits direct their efforts toward generating some kind of social impact.

How do small business managers emphasize roles differently than large business managers?

Managers in small companies often see their most important role as spokesperson. The entrepreneur role is also critical. Small business managers tend to rate lower on the leader role and on information-processing roles than large business owners.

______ introduced most of the concepts about bureaucratic organizations.

Max Weber

Ten Manager Roles

Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator Figurehead Leader Liaison

Employee engagement

People are emotionally involved in their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization and its mission.

What roles are a nonprofit manager expected to use the most?

Spokesperson, leader, and resource allocator

Human Resources perspective

Suggests that jobs should be designed to meet people's higher-level needs by allowing employees to use their full potential. Shifted the emphasis to the daily tasks that people perform. Combines prescriptions for design of job tasks with theories of motivation. Jobs should be designed so that tasks are not perceived as dehumanizing or demeaning but instead allow workers to use their full potential.

The struggle to balance _______ with _______ continues till today

Things of production, humanity of production

T or F: The functions of planning, organizing, leading, and controlling apply to nonprofits just as they do to business organizations.

True

supply chain

a network of multiple businesses and individuals that are connected through the flow of products or services.

Hawthorne Studies

a series of research efforts that were important in shaping ideas of how managers should treat workers

system

a set of interrelated parts that function as a whole to achieve a common purpose

Top concerns of managers

excessive complexity, threat of cyber attacks, decreasing customer loyalty, the pace of change brought on by digital technologies.

Bossless Workplace

growing trend Nobody gives orders, nobody takes them. Accountability is to the customer and the team Increased flexibility, greater employee initiative and commitment, and better and faster decision making.

Humanistic perspective subfields

human relations movement, Human Resources perspective, behavioral sciences approach

Modern management is a lively mix of ______ and _______ from varied historical perspectives.

ideas and techniques

Social media programs

include company online community pages, wikis for virtual collaboration, social media sites, video channels, blogging platforms, and company online forums. Can improve efficiency, increase productivity, and facilitate faster and smoother operations Can enable a sense of community and facilitate communication, collaboration, and knowledge sharing.

The informal organization

occurs in all formal organizations and includes cliques, informal networks, and naturally occurring social groupings.

subsystems

parts of a system, such as an organization, that depend on one another

Supply chain management

refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers.

_______ is considered one of the most significant innovations influencing modern management.

scientific management

Management practices and perspectives vary in response to ____.

social, political, and economic changes I the larger society.

Acceptance theory of authority

states that people have free will and can choose whether to follow management orders.

human relations movement

stresses the satisfaction of employees' basic needs as the key to increased productivity. Based on the idea that truly effective control comes from within the individual worker rather than from strict control.

Information technology

subset of management science.

operations management

subset of management science.

Operations research

subset of management science. Consists of mathematical model building and other applications of quantitative techniques to managerial problems.

Systems Thinking

the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements

Two ideas related to a people-driven workplace are:

the bossless work environment and employee engagement

__________ approach has been strongest from 1950s-today.

the humanistic perspective

Two recent management trends:

the transition to a more technology-driven workplace emphasis on a people-driven workplace

Synergy

the whole is greater than the sum of its parts. The success of each piece does not add up to the success of the whole.

Social business

using social media to facilitate communication among employees, customers, and other stakeholders.

Contingency View

what works in one organizational situation might not work in another Managers response to situation depends on identifying key contingencies