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| An organization is a group of people working together in a structured and coordinated fashion to achieve a set of goals. These goals may include profit, knowledge, national defense, or social satisfaction. |
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Term
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| Management is 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. |
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Top managers middle managers First-line managers |
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| Top managers make up the relatively small group executives who manage the overall organization. Top managers create the organization’s goals, overall strategy, and operating policies. |
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| The middle managers, the largest group, are responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of lower-level managers. |
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| First-line managers supervise and coordinate the activities of operating employees. iv. Regardless of their level, managers may work in various areas within an organization, including marketing, financial, operations, human resources, administrative, and others. |
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| Basic Management Functions |
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Definition
a. Planning means setting an organization’s goals and deciding how best to achieve them. b. Decision-making, part of the planning process, involves selecting a course of action from a set of alternatives. c. Organizing involves determining how activities and resources are to be grouped. d. Leading is the set of processes used to get members of the organization to work together to further the interests of the organization. e. Controlling or monitoring the organization’s progress towards its goals. |
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| Fundamental Management Skills |
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Definition
Technical skills Interpersonal skills Conceptual skills Diagnostic skills Communication skills Decision-making skills Time-management skills |
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| Technical skills are the skills necessary to accomplish or understand the specific kind of work being done in an organization. |
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| Interpersonal skills are the ability to communicate with, understand and motivate both individuals and groups. |
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| Conceptual skills depend on the manager’s ability to think in the abstract. |
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| Diagnostic skills, or skills that enable a manager to visualize the most appropriate response to a situation. |
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| Communication skills refer to the manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others. |
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| Decision-making skills refer to 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. |
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| Time-management skills refer to the manager’s ability to prioritize work, to work efficiently, and to delegate appropriately. |
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| The science and the Art of Management |
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Definition
a. Many management problems and issues can be approached in ways that are rational, logical, objective, and systematic. b. Even though managers try to be scientific as often as possible, the must frequently make decisions and solve problems on the basis of intuition, experience, instinct, and personal insights. |
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| The Importance of History |
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Definition
Understanding the historical context of management provides a sense of heritage and can help managers avoid the mistakes of others. Robert Owen and Charles Babbage were two of management’s first pioneers. |
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Term
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a. A theory is simply a conceptual framework of organizing knowledge and providing a blueprint for action. b. Most management theories that are used to build organizations and guide them toward their goals are grounded in reality. |
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| The Classical Management Perspective |
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Definition
Scientific management Administrative management |
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Definition
a. Scientific management is concerned with improving eh performance of individual workers. i. Some of the earliest advocates of scientific management included Frederick W. Taylor, Frank Gibreth, and Lillian Gilbreth. ii. Taylor observed employees soldiering, where they deliberately worked at a pace slower than their capabilities. iii. Labor argued that scientific management was just a device to get more work from each employee and to reduce the total number of workers needed by firm. |
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| Administrative management |
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Definition
b. Administrative management focuses on managing the total organization. i. Henri Fayol was the first to identify the specific managerial functions of planning, organizing, leading, and controlling. ii. Max Weber’s work on bureaucracy laid the foundation for contemporary organization theory. The concept of bureaucracy is based on a rational set of guidelines for structuring organizations in the most efficient manner. |
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| The Behavioral management Perspective |
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Definition
| The behavioral management perspective places much more emphasis on individual attitudes and behaviors and upon group processes. |
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The Behavioral management Perspective Elton Mayo |
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Definition
b. Elton Mayo’s study involving illumination for one group of workers and comparing their subsequent productivity with the productivity of another group made contributions to the behavioral approach. c. Another Mayo study based on pay per production found that workers set an acceptable level of output. Workers who overproduced were called “rate busters,” and under producers were labeled “chiselers.” |
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Definition
| d. The human relations movement, which grew out of the Hawthorne studies, proposed that workers respond primarily to the social context of the workplace, including social conditioning, group norms, and interpersonal dynamics. |
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| Douglas McGregor’s Theory X and Theory Y model |
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e. Douglas McGregor’s Theory X and Theory Y model reflects two extreme belief sets that different managers have about their workers. i. Theory X is a relatively pessimistic and negative view of workers consistent with the views of scientific management. ii. Theory Y is more positive and represents the assumptions that human relations advocates make. |
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| f. Organizational behavior is a contemporary field focusing on behavioral perspectives on management. It draws on a broad, interdisciplinary base of psychology, sociology, anthropology, economics, and medicine. g. Important topics in organizational behavior include job satisfaction, stress, motivation, leadership, group dynamics, organizational politics, interpersonal conflict, and the structure and design of the organizations. |
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| The Quantitative Management Perspective |
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Definition
a. The Quantitative management perspective focuses on decision making, economic effectiveness, mathematical models, and the use of computers. It is split into two parts: management science and operations management. i. Management science focuses specifically on the development of mathematical models, equations and similar representations of reality. ii. Operations management techniques are concerned with helping the organization produce its products or services more efficiently and can be applied to a wide range of problems. |
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| Contemporary Management Perspective |
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Definition
A. The Systems Perspective The Contingency Perspective Contemporary Management Challenges and Opportunities |
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Term
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Definition
a. A system is an interrelated set of elements functioning as a whole. We can view the organization as a system by identifying four parts: inputs, transformation processes, outputs, and feedback. b. Open systems are systems that interact with their environment whereas closed systems do not interact with their environment. c. Synergy suggest that organizational units may often be more successful working together than alone. d. Entropy is a process that leads a system to decline when an organization does not monitor feedback. |
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| The Contingency Perspective |
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Definition
a. Classical, behavioral, and quantitative approaches are considered universal perspectives because they try to identify the “one best way” to manage organizations. b. The contingency perspective suggests that universal theories cannot be applied to organizations because each organization is unique. Instead it suggests that appropriate managerial behavior in a given situation depends on, or is contingent on a wide variety of elements. |
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| Contemporary Management Challenges and Opportunities |
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Definition
| a. The important issues and challenges that contemporary managers face include globalization, economic instability, diversity, privacy, outsourcing, ethics and social responsibility, corporate governance, and the new workplace. |
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