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Management

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- A process or series of continuing and related activities - it involve reaching organizational goals - it reaches these goals by working with and through people and other organizational resources

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Management process

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Involves the functions of planning, organizing, leading, and controlling in order to guide organizations toward goal accomplishment

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planning

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Choosing tasks that must be performed to attain organization goals, outlining how the tasks must be performed, and indicating when they should be performed.

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organizing

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Mechanism to put planning into action. Involves determining tasks and grouping the work.

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controlling

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Gathering information, making comparisons, and then trying to find new ways of improving production through organizational modification

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influencing

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Motivating, leading, directing, or actuating in order to increase productivity.

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What type of work situations lend themselves to better productivity?

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Human-oriented work situations tend to generate higher levels of production over the long term than do task-oriented work situations.

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organizational resources

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human, monetary, raw materials, and capital

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Frederick W. Taylor

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-increase worker efficiency by scientifically designing jobs -every job has a best way of being performed -Father of scientific management

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Frederick W. Taylor's test location: A. Bethlehem Steel Co. B. Bricklaying, construction business C. Hawthorne Works

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Bethlehem Steel Co.

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The Gilbreth's test location: A. Bethlehem Steel Co. B. Bricklaying, construction business C. Hawthorne Works

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Bricklaying, construction business

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Frank and Lillian Gilbreth

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-motion study -first to consider the employee as a productivity factor -establish job performance standards

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motion study

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Reducing each job to the most basic movements in order to increase output and efficiency

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How is motion analysis (motion study) used today?

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Used to establish job performance standards

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Henri Fayol

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- pioneer of administrative theory - wrote on the elements and general principles of management

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Fayol's 14 General Principles

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DAD, U, U Subordinate, Remunerate, and Centralize. SO I SEE.

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DAD

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- Division of Work - Authority - Discipline

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U, U

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- Unity of command - Unity of direction

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SO

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- Scalar Chain - Order

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I SEE

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- Initiative - Stability of tenure of personnel - Equity - Esprit de corps

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Classical Approach to management

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Managers continually strive to increase organizational efficiency to increase production.

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2 areas of classical approach

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- lower level management analysis - comprehensive management analysis

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lower level management analysis

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- concentrates on the "one best way" to perform a task - scientific method of management

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comprehensive analysis of management

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Mangers concerned with the entire range of managerial performance

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What are the limitations of the classical approach?

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- does not adequately emphasize human variables. - interpersonal areas shortchanged

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Behavioral approach to management

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Emphasizes increasing production through and understanding of people.

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Hawthorne Studies

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- investigated the behavior and attitudes of workers

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Hawthorne Studies: Relay Assembly Test Room

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Study of productivity under different working conditions to find which would maximize production.

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Hawthorne Studies: Bank Wiring Observation

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Analyze social relationships in a work group using the group piecework incentive.

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What is the importance of the Hawthorne Experiments?

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Helped managers to see that understanding what motivates employees is a critical part of being a manager.

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Management Science approach to management

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Managers can best improve their organization by using the scientific method and mathematical techniques to solve operational problems.

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How is the management science approach used today?

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Solve logistical and operational problems.

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Four characteristics of management science applications

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-when analyzing a large number of variables - uses economic implications as guidelines for decision making - uses mathematical models to investigate the decision situation - use of computers

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Contingency approach to management

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- what managers do in practice depends on a given set of circumstances -situational approach - if-then approach

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System approach to management

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Based on general system theory

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General system theory

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Integrates the knowledge of various specialized fields so that the system as a whole can be better understood.

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system

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A number of parts that function interdependently to achieve a purpose

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Management system

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- organizational input - organizational process - organizational output

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Learning organization approach

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mangers must create an environment conducive to learning and encourage the exchange of information among all organizational managers.

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learning environment

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An organization that does well in creating, acquiring, and transferring knowledge, and in modifying behavior to reflect new knowledge.

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international management

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The performance of management activities across national borders

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The primary question for firms dealing with globalization:

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- How to globalize - how fast to do so - how to measure global progress over time

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Competition and international markets

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Competitors can best be beaten in foreign markets if companies actually produce products in those markets

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Continum of international involvement

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- domestic organization - international organization - multinational organization - transnational organization

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Multinational corporation (MNC)

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A company that significant operations in more than one country and is involved in doing business at the international level

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International organizations

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Organizations based primarily within a single country but have continuing, meaningful international transactions in other countries.

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Multinationalization: Stage 1

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Export stage

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Multinationalization: Stage 2

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Establishes sales and organizations abroad

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Multinationalization: Stage 3

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Foreign firms make and sell its products

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Multinationalization: Stage 4

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Foreign manufacturing facilities

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Multinationalization: Stage 5

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Multinationalizes management from top to bottom

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Multinationalization: Stage 6

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Multinationalizes ownership of corporate stock

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multinational organization charts

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Can be set up according to major business function, major products the organization sells, or geographic area in which the organization does business.

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stages of entrepreneurship process

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- opportunity identification - opportunity evaluation - opportunity exploitation

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opportunity identification: four factors

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- entrepreneurial alertness - information assymetry - social networks - identification of means-end relationships

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opportunity exploitation: factors

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- value to customers - stakeholder support - capable management team

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opportunity evaluation: factors

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- feasibility analysis - entrepreneurial risk - downside loss

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purpose of planning

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- minimize risk by reducing uncertainties - increase the degree of organizational success - establish a coordinated effort inside the organization

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Planning process: Step 1

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State organizational objectives

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Planning process: Step 2

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List alternative ways of reaching goals

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Planning process: Step 3

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Develop premises upon which each alternative is based

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Planning process: Step 4

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Choose best alternative for reaching objectives

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Planning process: Step 5

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Develop plans to pursue chosen alternative

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Planning process: Step 6

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Put the plan into action

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programmed decision

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A routine and repetitive decision, and organization typically develops specific ways to handle such decisions.

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non-programmed decision

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One-shot decision with less structure

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How to decide who has the responsibility for making organizational decisions

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The broader the scope of the decision, the higher the level of the manager responsible for making such decisions.

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scope of the decision

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The proportion of the total management system that the system will affect.

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Strategic planning

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Long-range planning that focuses on the organization as a whole

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strategic management

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The process of ensuring that an organization possesses and benefits from the use of an appropriate organizational strategy.

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Strategy Management: Step 1

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Environmental analysis: general, operating, internal

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Strategy Management: Step 2

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Establishing organization direction: mission and objecties

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Strategy Management: Step 3

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Strategy formulation

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Strategy Management: Step 4

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Strategy implementation

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Strategy Management: Step 5

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Strategic control

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Management-by-objectives program (MBO)

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Management process based exclusively on organizational objectives

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MBO process

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- review organization objectives -set worker objectives - monitor progress - evaluate performance -give rewards

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human resource planning (HRP)

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The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources.

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HRP objective

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Ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses.

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3 key elements of HR planning process

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- forecasting labor demand - analyzing present labor supply - balancing projected labor demand and supply.

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planning mistakes

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- not establishing objectives for all important organizational area - making plans that are too risky

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organizing mistakes

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- not establishing departments appropriately - establishing inappropriate spans of management

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influencing mistakes

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- not taking the time to communicate properly with organizational members - being a manager but not a leader

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controlling mistakes

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- not monitoring progress in carrying out plans - not establishing appropriate performance standards

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