Professional Documents
Culture Documents
The World of Innovative Management
The World of Innovative Management
BAD Management
Not Keeping up the Good Work
Not adapting to Environmental Changes
Management
The attainment of organizational goals in
an effective and efficient manner through
planning, organizing, leading, and
controlling organizational resources
Organization
A formally structured collection of
individuals working toward common
(shared) goals.
Organizational Performance
Effectiveness : the degree to which the
organization achieves a stated goal
Efficiency : the use of minimal resources
(input) to produce a desired volume of
output.
Efficient, but not Effective:
- Goals not achieved
Effective, but not Efficient
- Wasted Resources
(You may have to choose between the two.)
Controlling
Select goals
& ways to
attain them
Monitor
activities &
make
corrections
Leading
Use
influence to
motivate
Organizing
Assign
responsibility
for tasks
Lead. Control.
22%
14%
36%
13%
51%
10%
Management Skills
Conceptual Skills : cognitive ability to
see the organization as a whole and
the relationship among its parts
Human Skills : ability to work with and
through other people and to work
effectively as a group member
Technical Skills : understanding of and
proficiency in the performance of
specific tasks.
What Is It Like to Be a
Manager?
Managerial Activities
- Long hours
- Most time spent in oral
communication
- Characterized by variety,
fragmentation, and brevity
- Fast paced and require a
high energy level to be
successful
Supervisors Responsibilities
Plan and schedule work
Clarify tasks and
gather ideas for
improvement
Appraise and counsel
employees
Recommend job
assignments and pay
Inform employees of
organizational goals
Inform higher
managers of work
unit needs and
accomplishments
Recruit, train, and
develop workers
Encourage and
maintain high and
enthusiasm
Successful Managers
Attributes
Leadership
Team-Building Skills
Self-objectivity
Analytic Thinking
Creative Thinking
Behavioral Flexibility
Oral Communication
Written
Communication
Personal Impact
Resistance to Stress
Tolerance of
Uncertainty
Pre-Classical Management
Anything before about 1900:
e.g.,
Attila the Hun
Henry Towne
Classical Perspective
Emphasized a rational, scientific approach to study of
management and sought to make workers and
organizations like efficient operating machines
Classical Categories
Scientific Management
Frederick Taylor
Frank and Lillian Gilbreth
Bureaucratic Organizations
Max Weber
Administrative Principles
Henri Fayol
Scientific Management
Develop a standard method for performing
each job
Select appropriate workers
Train workers in standard method
Plan work and eliminate interruptions
Provide incentives for increased output.
Bureaucratic Organizations
Clearly defined authority and
responsibility
Set procedures for each situation
Goals of fairness and efficiency
Separation of management and ownership
i.e., run by professional mgrs.
Bureaucratic Organizations
Become dysfunctional
when:
-There is no effort to
recognize exceptions to
rules or to change rules
when necessary
-Enforcement of rules
takes precedence over
pursuit of the
organizations mission
Relatively High in
Bureaucracy:
United Parcel Service
U.S. Postal Service
Relatively Low in
Bureaucracy:
Hewlett-Packard
Disney Studios
Humanistic Perspective
Emphasizes enlightened treatment of workers
and power sharing between managers and
employees.
Emphasized satisfaction of employees
social/psychological needs as the key to
increased worker productivity.
Supported by Hawthorne Studies
Theory X
(Classical):
People dislike work and
prefer to be directed
Must be coerced to
work
Want to avoid
responsibility and
have little ambition
Want security above
everything
Theory Y (Human
Resources):
People will accept
responsibility
Have intellect that
could be applied to
organizational goals
Only partially use their
intellectual potential.
Management Science
Perspective
Involves Mathematics, Computers
Examples:
Forecasting
Inventory control
Scheduling
Break-even analysis
Contemporary Approaches
Systems Theory
How the parts fit together (Synergy is a key
concept)
How the org. interacts with its environment
Understanding systems requires Conceptual Skills
Contingency View
Integrates many of the other viewpoints
No one best way to manage - the best way