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An International Perspective: Weihrich and Koontz
An International Perspective: Weihrich and Koontz
8th Edition
© 2010
An International Perspective
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Chapter Objectives
After studying this chapter, you should be able to:
1. Explain the nature and purpose of management
2. Understand that management, as used in this book, applies
to all kinds of organizations and to managers at all
organizational levels
3. Recognize that the aim of all managers is to create a
surplus
4. Identify the trends in information technology and
globalization
5. Explain the concepts of productivity, effectiveness, and
efficiency
6. Describe the evolution of management and some recent
contributions to management thought
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Chapter Objectives
After studying this chapter, you should be able to:
DEFINITION OF MANAGEMENT
Its Nature and Purpose ( 1 )
Management is the process of
designing and maintaining an
environment in which individuals,
working together in groups,
efficiently accomplish selected aims.
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Definition of Productivity ( 5 )
versus
Effectiveness
Efficiency: Effectiveness:
Operating in Successful Doing the right
such a way Manageme things in the
that resources nt right way at
are not wasted the right times
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management
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Scientific management
• Henry L. Gant (1901) – Called for scientific
selection of workers and “harmonious
cooperation” between labor and management.
Developed the Gantt chart . Stressed the need for
training.
• Frank and Lillian Gilbreth (1900) – Frank is
known primarily for has time and motion studies.
Lillian, and industrial psychologist, focused on the
human aspects of work and the understanding of
workers’ personalities and needs.
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Modern operational-management theory
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14 Principles:
• Order. People and materials should be in the right place at the
right time.
• Equity. Managers should be kind and fair to their
subordinates.
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Key
Management
Roles
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Systems theory
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PATTERNS OF MANAGEMENT
ANALYSIS: A Management Theory Jungle?
(1) the empirical, or case study approach
(2) the managerial roles approach
(3) the contingency, or situational, approach
(4) the mathematical, or "management
science," approach
(5) the decision theory approach
(6) the reengineering approach
(7) the systems approach
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PATTERNS OF MANAGEMENT
ANALYSIS
(8) the socio-technical systems approach
(9) the cooperative social systems
approach – interpersonal and group
behavior aspects leading to cooperation.
(10) the group behavior approach
(11) the interpersonal behavior approach
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PATTERNS OF MANAGEMENT
ANALYSIS
(12)McKinsey's 7-S framework: Strategy,
Structure, Systems, Style, Staff, Shared
values, Skills.
(13)the total quality management approach
(14)the management process, or
operational approach
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Input-Output Model
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External Variables
Outputs
Planning
Organizing
Staffing
Leading
Controlling
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Definition of Planning
Definition of Organizing
Definition of Staffing
Definition of Leading
Definition of Controlling
Coordination
The Essence of Manager-ship
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Management as a Profession
• Although Management does share some
characteristics of law, medicine (as profession) it
fails to meet the following criteria
▫ No formal educational requirements required
▫ No system for licensing or accrediting Managers
▫ No universal code of ethics
▫ No organized body of knowledge
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• Marketing Managers
▫ Work in areas related to getting consumers and clients to buy
the organization’s products or services.
• Financial Managers
▫ Deal primarily with an organization’s financial resources.
• Operations Managers
▫ Concerned with creating and managing the systems that create
organization’s products and services
• Human Resource Managers
▫ Involved in planning, recruiting and selection, training and
development, designing compensation and benefit systems,
formulating performance appraisal systems.
• Administrative Managers
▫ Serve as generalists in functional areas and are not associated
with any particular management specialty.
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SKILLS
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Mintzberg