Introduction To Management

Front 1

Manager

Back 1

Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.

Front 2

First-line (frontline) managers

Back 2

Managers at the lowest level of management who manage the work of non-managerial employees.

Examples: Supervisor, Shift Manager, District Manager, Department Manager, Office Manager.

Front 3

Middle Managers

Back 3

Managers between the lowest level and top levels of the organization who manage the work of first-line mangers.

Regional manager, project leader, store manager, division manager.

Front 4

Top Managers

Back 4

Managers at or near the upper levels of the organization structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.

Front 5

Organization : Definition, commonalities, and functional imperatives

Back 5

A deliberate arrangement of people to accomplish some specific purpose.

Commonalities: They have a distinct purpose, a deliberate structure, and people.

Functional Imperatives:

Adaptation the ability to engage in change to enable survival

Integration: Working together

Goals Where we want to be

Latency A culture that preserves and maintains the system

Front 6

Management

Back 6

The coordinating and overseeing of the work activities of others so their activities are completed efficiently and effectively.

Front 7

Efficiency

Back 7

When dealing with scarce resources, people, money and equipment, Efficiency is considered as doing things right, or getting the most output from the least amount of inputs.

Front 8

Effectiveness

Back 8

The ends, or attainment of organizational gaols.

Doing the right things, or doing those work activities that will result in achieving goals.

Front 9

Planning

Back 9

Management function that involves setting goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.

Front 10

Organizing

Back 10

Management function that involves arranging and structuring work to accomplish organization's goals.

Front 11

Leading

Back 11

Management function that involves working with and through people to accomplish organizational goals.

Front 12

Controlling

Back 12

Management function that involves monitoring, comparing, and correcting work performance.

Front 13

Mintzberg's Managerial Roles Model

Back 13

A model that shows what managers can do best by looking at their managerial roles they engage in at work.

Front 14

Managerial Roles

Back 14

Specific actions or behaviors expected of and exhibited by a manger

Front 15

Interpersonal Roles

Back 15

Managerial roles that involve people and other duties that are ceremonial and symbolic in nature.

Front 16

Informational roles

Back 16

Managerial roles that involve collecting, receiving, and disseminating information.

Front 17

Decisional roles

Back 17

Managerial roles that revolve around making choices

Front 18

Technical skills

Back 18

Job-specific knowledge and techniques needed to proficiently perform work tasks.

Front 19

Interpersonal Skills

Back 19

The ability to work well with other people individually and in a group

Front 20

Conceptual skills

Back 20

The ability to think and to conceptualize about abstract and complex situations.

Front 21

Important Managerial Skills

Back 21

- Managing Change

-Using Purposeful networking

-Managing logistics and technology

-Managing strategy and innovation

-Facilitating the psychological and social contexts of work

-Inspiring commitment

-Managing human capital

Structuring work and getting things done

-Managing decision-making processes

Front 22

Social Media

Back 22

Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.

Front 23

Sustainability

Back 23

A company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business organization.

Front 24

Universality of management

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The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.

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Invisible and Visible Characterization of an organization [IceBerg Image]

Back 25

Visible: Written rules, procedures, Organization structure [bureaucratic aspects]

Invisible: Culture, Identity, Expectations, Attitude, Values, Processes, History, Challenges, Changes

Front 26

Stakeholders

Back 26

"Any group or individual who can affect or is affected by the achievement of the organization's objectives." --Freeman (1984)

Front 27

Division of Labor (Job specialization)

Back 27

The breakdown of jobs into narrow and repetitive tasks (Adam Smith, Pin example)

Front 28

Industrial Revolution

Back 28

A period during the late 18th century when machine power was substituted for human power, making it more economical to manufacture goods in factories than at home

Front 29

Classical Approach [to management]

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1911-1947; First studies of management, which emphasized rationality and making organizations and works as efficient as possible.

Scientific management ( Father: Frederick Winslow Taylor Principles of Scientific Management and Frank & Lillian Gilbreth : Cheaper by the dozen) and General Administrative Theory (Henri Fayol and Max Weber)

Front 30

Scientific Management

Back 30

An approach that involves using the scientific method to find the "one best way" for a job to be done. Finding best qualified workers for a job, design incentive systems based on output.

F.W. Taylor Pig iron experiment : putting pigs in a cart and collective tons.

Front 31

Therbligs

Back 31

Classification scheme for labeling basic hand motions (Scientific Management Movement)

Front 32

General administrative theory

Back 32

focuses on what managers do and what constitues good management practice. Henri Fayol "Planning, Organizing, Commanding, Coordinating, and Controlling"

Fayol - all manager focus, where as Taylor - first-line manager focus

Front 33

Principles of Management

Back 33

Created by Fayol [14 principles that could be applied to all organizational situations and taught in schools.

Division of Work [Specialization increases output by making employees more efficient], Authority [Managers must be able to give orders, and authority gives them this right] , Discipline [Employees respect and obey rules that govern the org], Unity of command [Employee receives orders from uniquely one superior], Unity of direction, Subordination of individual interests to the general interest, Remuneration, Centralization (degree in which subordinates are involved in decision making), Scalar chain (line of authority from top management to lowest ranks), Order (people and materials right place right time), Equity (managers fair to subordinates), Stability of tenure of personnel (management provides orderly personnel planning and ensures replacements for vacancies), Initiative (employees can originate and carry out plans), Esprit de corps [team spirit]

Front 34

Bureaucracy

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A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.

Max Weber. Weber bureaucracy.

Front 35

Organizational behavior (OB)

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Behavioral Approach 1700-1950s

Field of study that researches actions of people at work.

OB research involves managers motivation, leading, building trust, working with a team, conflict management etc.

Front 36

Organization's Activities

Back 36

Support Activities (Firm Infrastructure, HR management, Technology Development, Procurement)

+

Primary Activities (Operations, Inbound/Outbound Logistics, Marketing & Sales, After Sales Service)

creates

Value: What buyers are willing to pay

Front 37

Organization's Structure

Back 37

Functions, Products, Customers, Geographies, Processes.

Front 38

Types of Organizations

Back 38

Business Enterprises, Political Organizations, Governmental Agencies, Supra-national organizations, Non-governmental organizations, Foundations, Clubs.

Distinguished by their purpose, orientation, governance and structure, ownership, and management approach.

Front 39

System

Back 39

set of interrelated and interdependent parts arranged in a manner that produces a unified whole.