Fundamentals of Management Chapter 1

System- Inputs

Inputs are the material, human, financial, and information resources that an organization gets from its environment.

Effective

Making the right decisions and successfully implementing them.

Specialized Management (other)

Many organizations have specialized management positions in addition to those already described. Public relations managers, for example, deal with the public and media

Areas of Management

Marketing, Finance, Operations, Human Resources, Administration, Other

Controlling

Monitoring organizational progress toward goal attainment

Frederick W. Taylor

One of the first management consultants and helped create scientific management.

Levels of Managers

Top, Middle, Front-line

Synergy

Two or more subsystems working together to produce more than the total of what they might produce working alone

Marketing Manager

interested in getting consumers and clients to buy the organization's products or services (duties also include new-product development, promotion, and distribution.)

Outputs

Includes products & services, or both; profits & losses, or both, employee behaviors; and information.

Theory

A conceptual framework for organizing knowledge and providing a blueprint for action

Contingency Perspective

A contemporary perspective, which Suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, unique elements in a given situation

Organization

A group of people working together in a structured and coordinated fashion to achieve a set of goals

Entropy

A normal process leading to system decline

Theory X

A pessimistic and negative view of workers consistent with the views of scientific management

Theory Y

A positive view of workers; it represents the assumptions that human relations advocates make

Management

A set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization's resources (human, financial, physical, and information), with the aim of achieving organizational goals in an efficient and effective manner

Open system

A system that interacts with its environment

Subsystem

A system within another system

Administrative Managers

Administrative, or general, managers are not associated with any particular management specialty. Probably the best example of an administrative management position is that of a hospital or clinic administrator. Administrative managers tend to be generalists; they have some basic familiarity with all functional areas of management rather than specialized training in any one area.

Universal Perspective

An attempt to identify the one best way to do something

System

An interrelated set of elements functioning as a whole

Quantitative management perspective

Applies quantitative techniques to management

Human relations movement

Argued that workers respond primarily to the social context of the workplace

Operations Managers

Concerned with creating and managing the systems that create an organization's products and services. (Typical responsibilities of operations managers include production control, inventory control, quality control, plant layout, and site selection.)

Scientific Management

Concerned with improving the performance of individual workers

Classical Management Perspective

Consists of two distinct branches—scientific management and administrative management

Organinzing

Determining how to best group activities & resources. Once a manager has set goals and developed a workable plan, his or her next management function is to organize people and the other resources necessary to carry out the plan.

Behavioral management perspective

Emphasizes individual attitudes and behaviors and group processes

Soldiering

Employees deliberately working at a slow pace

Financial Managers

Financial managers deal primarily with an organization's financial resources. They are responsible for activities such as accounting, cash management, and investments.

Administrative Management

Focuses on managing the total organization

Management science?

Focuses specifically on the development of mathematical models

Operations management techniques

Generally concerned with helping the organization produce its products or services more efficiently and can be applied to a wide range of problems.

Human Resource Managers

Human resources managers are responsible for hiring and developing employees. They are typically involved in human resource planning, recruiting and selecting employees, training and development, designing compensation and benefit systems, formulating performance appraisal systems, and discharging low-performing and problem employees. c..

Benefits of Planning & Decision Making

Planning and decision making help managers maintain their effectiveness by serving as guides for their future activities. In other words, the organization's goals and plans clearly help managers know how to allocate their time and resources.

Manager

Someone whose primary responsibility is to carry out the management process.

Closed system

Systems that do not interact with their environment.

Fundamental Management Skills

Technical, Interpersonal, Conceptual, Diagnostic, Communication, Decision-Making, Time Management Skills

System- Transformation Processes

Technological and managerial processes where inputs are transformed into outputs.

Interpersonal Skills

The ability to communicate with, understand, and motivate both individuals and groups

Feedback

The environment reacts to outputs and provides feedback to the system

Communication Skills

The manager's abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others

Decision making Skills

The manager's ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities

Time Management Skills

The manager's ability to prioritize work, to work efficiently, and to delegate appropriately

Conceptual Skills

The manager's ability to think in th abstract

Diagnostic Skills

The manager's ability to visualize the most appropriate response to a situation (the ability to analyze a problem in the organization by studying its symptoms and then developing a solution.)

Technical Skills

The skills necessary to accomplish or understand the specific kind of work done in a organization.

Efficient

Using resources wisely in a cost-effective way

Decision Making

a part of the planning process, involves selecting a course of action from a set of alternatives.

System Details

by viewing an organization as a system, we can identify four basic elements: inputs, transformation processes, outputs, and feedback.

Piecework Pay System

increasing the pay of each worker who met and exceeded the target level of output set for his or her job.

Planning

setting an organization's goals and deciding how best to achieve them.

Organizational behavior

takes a holistic view of behavior and addresses individual, group, and organization processes. (These processes are major elements in contemporary management theory. Important topics in this field include job satisfaction, stress, motivation, leadership, group dynamics, organizational politics, interpersonal conflict, and the structure and design of organizations.)

Time Management Skills

the ability to prioritize tasks, to work efficiently, and to delegate appropriately.

Leading

the set of processes used to get members of the organization to work together to further the interests of the organization.