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Management Intro
Basic introductory information of management principles, based on MG4013 at UL
| Term | Definition |
|---|---|
| Open System | a system both influenced by and influencing the external; organisations |
| Ireland’s History with Management | a “late international” |
| Management | The process in which managers engage to achieve organisational goals; concentrates on the deployment of assets(human, financial, data, physical, etc.) |
| Levels of Management | Top – define the mission and direction of the organisation Middle – translate the mission into specific plans and activities; aka tactical managers Frontline – implement the plans |
| 3 Important Management Skill Categories | Conceptual (reasoning ability, solving issues) Interpersonal (people skills, possibly most important) Technical (specialized to unique role) Fontline need more technical skills, and Top need more conceptual, and EVERYONE needs interpersonal |
| 5 Functions of Management | Planning – establishing goals for the future Organising – ensuring plan success Staffing – people, training, rewarding Leading – direct, motivate, and communicate to achieve willing and harmonious work Controlling – monitoring progress, action if need |
| Mintzberg, H. | Canadian academic, defined three core domains involving 10 common managerial roles |
| Mintzberg’s 3 Domains and Included Roles | 1. Interpersonal – figurehead, leader, liaison 2. Informational – monitor, spokesperson, disseminator 3. Decisional – entrepaneur, negotiator, resource allocator, disturbance handler |
| “Effective Managers” | “active leaders who create both opportunity and incentive to achieve high performance” (Bateman & Zeithaml) |
| Business Unit | the distinct part of a business responsible for a specific thing (usually production of product/service) |
| Synergy | creation as a whole is greater than the sum of its parts |
| Quality Circles | group of employees who identify and solve quality problems and constantly suggest ways to improve quality |
| Bureaucracy (6 Main Elements) | Taylor; ideal organisation; Elements: 1. division of labor 2. hierarchy 3. selection based on abilities 4. career orientation 5. formalization 6. impersonality; Cons: can become too impersonal, large and inspire apathy |
| Universal Principles of Management (6) | Fayol; 1. technical 2. commercial 3. financial 4. security 5. accounting 6. managerial |
| Contingencies (4 Main Ones) | different circumstances or situations facing an organisation; 1. rate of change/complexity of environment 2. types of technology 3. internal strengths and weaknesses of organisation 4. values, skills, and attitude of the workplace |
| 3 Areas of Quality Management | Deming; 1. quality planning, 2. quality control 3. quality improvement |
| TQM (5 steps) | Total Quality Management; 1. learn the customer's desires 2. design product/service able to meet desires 3. design production process 4. track performance results 5. expand TQM to suppliers and distributors |
Created by:
lizacobbler
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