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Planning - Defining Goals, Establishing Strategies To Achieve
Planning - Defining Goals, Establishing Strategies To Achieve
What Is Management?
Managerial Concerns
Efficiency
Doing things right
Getting the most output for the least inputs
Effectiveness
Doing the right things
Attaining organizational goals
Exhibit 12
Exhibit 13
Management Functions
Exhibit
16
Conceptual Skills
Using information to solve business problems
Identifying of opportunities for innovation
Recognizing problem areas and implementing solutions
Selecting critical information from masses of data
Understanding of business uses of technology
Understanding of organizations business model
Exhibit
16
Communication Skills
Ability to transform ideas into words and actions
Credibility among colleagues, peers, and subordinates
Listening and asking questions
Presentation skills; spoken format
Presentation skills; written and/or graphic formats
Exhibit
16
Effectiveness Skills
Contributing to corporate mission/departmental objectives
Customer focus
Multitasking: working at multiple tasks in parallel
Negotiating skills
Project management
Reviewing operations and implementing improvements
Setting and maintaining performance standards internally
and externally
Setting priorities for attention and activity
Time management
Exhibit
16
Interpersonal Skills (contd)
Coaching and mentoring skills
Diversity skills: working with diverse people and cultures
Networking within the organization
Networking outside the organization
Working in teams; cooperation and commitment
Exhibit 17
Matrix
Characteristics of Organizations
Exhibit 110
The Changing Organization
Traditional Organization
Contemporary Organization
Stable
Dynamic
Inflexible
Flexible
Job-focused
Skillls-focused
Work is defined by job positions
Work is defined in terms of tasks
to be done
Individual-oriented
Team-oriented
Permanent jobs
Temporary jobs
Command-oriented
Involvement-oriented
Managers always make decisions
Employees participate in
decision-making
Rule-oriented
Customer-oriented
Relatively homogeneous
Diverse workforce
workforce
Workdays defined as 9 to 5
Workdays have no time
boundaries
Hierarchical relationships
Lateral and networked
relationships
Work at organizational facility
Work anywhere, anytime
during specific hours
Why Study Management?
The Value of Studying Management
The universality of management - Good management is
needed in all organizations.
The reality of work - Employees either manage or are
managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary
rewards for their efforts.
Exhibit 111
Exhibit 112
REWARDS
Create a work environment in
which organizational members
can work to the best of their
ability
Have oppurtunities to think
creatively and use imagination
Help others find meaning and
fulfillment in work
Support, coach, and nurture
others
Work with a variety of people
CHALLENGES
Do hard work
May have duties that are more
clerical than managerial
Have to deal with a variety of
personalities
Often have to make do with
limited resources
Motivate workers in chaotic and
uncertain situations
Successfully blend knowledge,
skills, ambitions, and experiences
of a diverse workgroup
Success depends on others work
performance
Scientific Management
Quantitative Management
Organizational Behavior
Systems Approach
Contingency Approach
Scientific Management
Fredrick Winslow Taylor
The father of scientific management
Published Principles of Scientific Management (1911)
The theory of scientific management
Using scientific methods to define the one best way for a
job to be done:
putting the right person on the job with the correct tools &
equipment.
having a standardized method of doing the job.
providing an economic incentive to the worker.
Exhibit 22
Taylors Four Principles of Management
1. develop a science for each element of an individuals work,
which will replace the old rule-of-thumb method
2. scientifically select and then train, teach, and develop the
worker
3. heartily cooperate with the workers so as to ensure that all
work is done in accordance with the principles of the science
that has been developed
4. divide work and responsibility almost equally between
management and workers; management takes over all work
for which it is better fitted than the workers
Frank & Lillian Gilbreth
Frank and Lillian Gilbreth were prolific researchers and often used
their family as guinea pigs; their work is the subject of Cheaper by
the Dozen, written by their son and daughter.
Scientific Management (contd)
Frank and Lillian Gilbreth
Focused on increasing worker productivity thru the reduction of
wasted motion
Developed the microchronometer to time worker motions and
optimize work performance
How Do Todays Managers Use Scientific Management?
Use time and motion studies to increase productivity
Hire the best qualified employees
Design incentive systems based on output