Managment - Flashcard | StudyHippo.com

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Managment Fuctions

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Planning, Organizing, Staffing, Controlling

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Planning

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Keeping things going according to plan. Defining goals and a purpose for the organization planning alternative courses of action and prepping for the future.

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Organizing

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Involves dividing up work, establishing structure of authority and responsibilitiy grouping the resources and coming up with ways to coordinate parts. Dividing up woork, grouping resources, establishing a structure of authority, and coming with ways to coordinate the parts

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Staffing

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Selecting, placing, utilizing, and taking care of employees. Known as personnel managment

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Directing

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Guding and influencing the employees to seek organizational; objectives, also known as leading involves getting the employees to work towards the organizations goal.

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Controlling

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Assuring the organizational and managerial objectives are accomplished, concidered opposite of planning. Managers measure and observe how well the plans are working.

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Managers Skills

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Technical, Interpersonal, Conceptual

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Front Line Managers

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Most technical knowledge, they supervise non-managment employees. Known as supervisionary managers.

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3 managers roles

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Interpersonal, Informational, decisional roles.

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Info Roles

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Include being a monitor, disseminator, and a spokesperson

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Interpersonal Roles

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Figurehead, leader, and liaison

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Decisional Roles

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Disturbance handler, resource allocator, negotiator

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Frank Gibreth

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Pioneers of Scientific Manaagment Believed in determining the best, most efficient, fastest, and easiest way to do any job

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First Line Level Managers

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Head Nurse, Foreman, and section head. Also known as supervisory managment

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Multi-National

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Operates in more than one country

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Global Company

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Specializes in one product which is sold all over the world

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Corporation

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A company with the ability to act as a single person. It is a legal entity, and has its own rights, privileges, and liabilities which are distinct from those of its members.

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Legitimacy

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An organizations only exists as long as society considers the organization acceptable and useful. To maintain legitimacy a company often shows ethics.

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Stakeholder

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Anyone who can affect an organization or can be affected by it

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Contingency Approach

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Involves coming up with a mangament approach or combo of approaches to fit the situation. Based on the idea there is no single approach to mangement which is suitable for every situation.

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Scientific Mangment

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Oldest type, associated with Taylor, Gantt, Gibrath. Finding the most efficient way to do a job through scientific analysis. Focuses primarily on the physical work instead of higher level managment

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First Principe of Scientific Mangment

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Scientific Study of the work involved. A scientific study involves studying and observing the work to determine the most efficient way to accomplish it.

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Managment By Objectives

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Participative style of management. Managers and employees establish objectives together.

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Second Priciple of Scientific mangement

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Selecting the workers in a scientific manner for the kind of work to be done

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Third Principle of Scientific Mangement

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Train workers in the most efficient methods for doing their work, and give them incentives for producing effciently.

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Fourth Priciple of Scientific Managment

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Dividing the work between managers and workers. Managers determine the best way to do work and would then tell the workers exactly what to do.

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Fayol's Administrative Management (Classical Managment and Administrative Management)

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Focuses at the top.

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Expectancy Theory

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A person's motivation is based on three factors: how likely he believes his effort will lead to desired performance, if he believes his effort will lead to a greater reward, and how much value he places in this reward. A worker has to believe he can achieve goals, expect that achieving the goals will give him a reward, and value that reward.

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Expectancy Instrumentality

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Valence-Motiviation Forces=Expectancy x Intrumentality x Valance

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Fayol

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First to identify managment as a separate activity in a business. First defined fuctions of managment. Father of modern management, 14 principles.

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5 Types of Organization

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Mintzberg-Machine Bureaucracy, divisionalized form, professional bureaucracy, the simple structure and adhocracy. Made because diffrent types are needed for different enviorments

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Adhocracy

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Form of organization most appropriate for the performance of complex and uncertain tasks in a rapidly changing envoirment. Adhocracies are frequently referred to as virtual teams. Industries that like these are R and D, movie industry, advertising

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To figure out right structure one must

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Identify the envoirment

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Mintzberg organizational envoirments

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1. either simple or complex 2. either stable or dynamic

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Human Relations Approach

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Workers treated as human beings.

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Behavioral Approach

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Revolves around human relations, emphasizes treatment of employees more than outfut or performance. Started with Hawthorne Studies

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Human Relations Movment

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Began with Elton Mayo and Fritz Roethlisberger's work in the Hawthorne Studies

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Hawthorne Studies

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Most extensive investigations in managment ever performed. Experiment which six women were set to work assembling phone relay equipments, and lasted 2.5 years. Performence dependent on Psychological and social factors

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Systems Approach

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Looks at an organizations in terms of its parts and how to interact with achother and the envoirment. An organization is divided into sub-systems and either classifies as an open systen which interacts with the envoirment or a closed system. Theorist s who believe in this typically think organizations are open systems.

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Barnard

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Famous managment theorist who saw organizations in terms of the systems approach as an open system.

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Follett

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Classical Managment theorist who focoused on how managers resolve conflicts. Pioneer of scientiv Managment. Advocated a collaborative approach to problem solving that emphasized compromise in the workplace.

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Gillbreths

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In movie Cheaper by the Dozen, only one best way to do job.

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Fredrick Taylor

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Father of Scientfic Managment

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Primacy of Planning

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States that planning bmust occur before other managment fuctions can take place

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Planning Process

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Consists of developing the organizations mission, goals, solutions/strategies/alternitive course of action.

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Hierachy of Plans

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The idea that planning is top-down

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Mission

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One of the first things done in the company sets an overall purpose for the organization.

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Peter Drucker

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Defined 8 key results areas which every business organization should define goals for

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8 Key Results Areas

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Market Share, productivity, profitability, innovation, resources, worker performeance, manager performance, and social responsibility.

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Productivity

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Output divided by imput

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Profitability

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Benifit resulting from an activity

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Order of things

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Mission statment 2. Setting of goals 3. Hiearchy of Plans

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Strategic planning

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Long Range planning comes after setting the goals. Highest levels of mangment does this

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Theory X and Theory Y

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Explains two contrasting ways managers can view how employees are motivated and how this affects their managing style. Theory X views man as lazy. Theory Y sees motiviation as internal.

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Operational Planning

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Where the detailed plans are made on how to execute the strategic planning. Also known as action planning, involves building on strategic plans. The strategic plans are broad and fairly general--the operational planning adds the specifics on how the strategy is to be carried out. Responsility is assigned to accomplish certain objectives.

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Managment by Objectives

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is where an employees performance is determined by how well he achieves a number is set objectives. By: Peter Druker mangment does no necessarily tell the employee exatly what to do just what to accomplish.

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Two plans

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Standing and single use

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Standing plans

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Incluse rules, procedures, policies-plans that are always in effect.

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Budget

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Plan for use of reasources and expected results, usually based on a specific time peroid. Type of single use plans

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Mechanistic Form or Organizatoin

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Centralized, Hierarchiacal guided by rules and written procedures

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Organic organization

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No hierarchy less rigid informal

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Programs

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A single use plan Broad and long term may be made up of short term projects.

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Rolling plan

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Variant of single use plan-involves log term plan which is updated at regular intervals

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Contingency Plan

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Part of the operational planning process, involves anticipating what could wrong and preparing for it

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Forcasting

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Companies depend on econimic, technological, and sales forcasting for their plans

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Delphi Method

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For technological forcasting devoloped by Rand Corp.

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Three Phases in decision making

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Herbert Spencer 3 phases 1. Intelligence 2. Design 3. Choice

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Decision making part of the planning process consists of two part

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Problem Solving and Decision Making

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