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Princ.of MgmtCh.1,2

Management Fundamentals Chapters 1,2, AA

Classical Theory focus on job/management functions to determine the best way to manage in all organizations
Scientific Management stresses job efficiency through development of technical skills
Fredrick W. Taylor Father of Scientific Management
Scientific Management Principles Develop a procedure for worker's job, Promote job, Select/train/develop workers, Plan/schedule work, Establish standard methods/times for tasks, Use wage incentives like bonuses
Administrative Theory focus on people for a single best way to manage all organizations
Behavioral Theory focus on need for human rather than technical skills
Theory X Managers assume people like to work and do not need close supervision
Theory Y Managers assume people dislike work and only if managers plan, organize, and closely direct/control their work, they will do better
Douglas McGregor Developed Theories X and Y
Henri Fayol Father of Modern Management and identified functions of management
Systems Theory focus on organization as a whole and as the interrelationship of its parts; need for conceptual skills
Sociotechnical Theory focus on integrating people and technology
Contingency Theory focus on determining best management approach, using theories, for a given situation
Management Science using math(computers) for problem solving and decision making
Responsibility of Managers to achieve organizational objectives through efficient and effective use of resources
Effective doing the right thing in order to attain an objective
Efficient doing things right to maximize the use of resources
CSR (Corporate Social Responsibility) effort to operate in a win-win situation for all stakeholders
Functions of Management Planning, Organizing, Leading, Controlling
Planning allows supervisor to decide what they want to do or what they must achieve; stay within budget, develop job descriptions for positions, determine staffing needs, employees it will take for specific tasks
Organizing allows supervisor to develop the plan of action to carry out the details of the plan; assign appropriate staff to specific tasks, setting deadlines, ordering necessary materials
Leading allows supervisor to lead their subordinates to success in achieving goals/completing tasks effectively and efficiently; monitor staff completing tasks, deadlines, overall progress, evaluate employee performance
Controlling allows supervisor to set standards, develop benchmarks, evaluate the goals, analyze deviations from standards, and take corrective action; evaluate current project, investigate the budget and take action if overspent, deadlines are not met
Resources Managers are responsible for Human, Financial, Physical, Informational
Human Resources employees, customers, suppliers; people are most valuable resource by keeping them happy
Financial Resources Money, budget, prices, profits, expenses; takes money to make money and you need proper finances
Physical Resources materials, supplies, equipment, store; everything needs to be working in good condition
Informational Resources knowledge, decisions, info on competitors; information is always increasing and its beneficial to keep up
Management Skills Technical, Interpersonal, Decision-Making
Technical Skills ability to use methods and techniques to perform a task (computer skills)
Interpersonal Skills ability to understand, communicate, and work well with individuals and groups through effective relationships (team skills, communication skills, motivation skills)
Decision-Making Skills ability to conceptualize situations and select alternatives to solve problems and tke advantage of opportunities (time management skills, critical thinking skills, analytical skills)
Management Roles Interpersonal, Informational, Decisional
Interpersonal Roles Leader, figurehead, liaison using their human and communication skills
Informational Roles Monitor, Disseminator, spokesperson using their human and communication skills
Decisional Roles Entrepreneur, Disturbance handler, Resource Allocator Negotiator using their conceptual and decision-making skills
Types of Managers General, Functional, Project
General Manager supervise activities of several departments that perform different activities (top level)
Functional Manager supervise completion of related tasks (middle level, first-line)
Project Manager coordinates employees and other resources across several functional departments to accomplish a specific task
Top Managers CEO, president, vice president responsible for managing an entire organization or major parts
Middle Managers Sales manager, branch manager, department head responsible for implementing top managements strategy
First-Line Managers Crew leader, supervisor, office manager responsible for implementing middle managers operational plans
Organizational Culture consists of values, beliefs, assumptions about appropriate behavior that members of an organization share
Created by: BreAnna Hegeman
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