Management: A Practical Introduction
Chapter 1
1. Management
(1) the pursuit of organizational goals efficiently and effectively by
(2) integrating the work of people through
(3) planning, organizing, leading, and controlling the organization’s resources
2. Organization
a group of people who work together to achieve some specific purpose
3. Efficiency – the means of attaining the organization’s goals
use resources – people, money, raw materials, and the like – wisely and cost effectively
4. Effectiveness – organization’s ends, the goals
achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization’s goals
5. Multiplier Effect
your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone
6. Rewards of Studying Management
- You will understand how to deal with organizations from the outside.
- You will understand how to relate to your supervisors.
- You will understand how to interact with coworkers.
- You will understand how to manage yourself in the workplace.
7. Rewards of Practicing Management
- You and your employees can experience a sense of accomplishment.
- You can stretch your abilities and magnify your range.
- You can build a catalog of successful products or services.
- You can become a mentor and help others.
8. Mentor
an experienced person who provided guidance to someone new to the work world
9. Four Management Functions – “Management Process” (POLC)
- Planning
- Organizing
- Leading
- Controlling
10. Planning
setting goals and deciding how to achieve them
11. Organizing
arranging tasks, people, and other resources to accomplish the work
12. Leading
motivating, directing, and otherwise influencing people to work hard to achieve the organization’s goals (resolving conflicts)
13. Controlling
monitoring performance, comparing it with goals, and taking corrective action as needed
14. Seven Challenges to Being an Exceptional Manager
Managing for:
- Competitive advantage
- Diversity
- Globalization
- Information Technology
- Ethical Standards
- Sustainability
- Your own happiness & meaningfulness
15. Competitive advantage
the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them
16. Innovation
finding ways to deliver new or better goods or services
17. Challenge 1: Managing for competitive advantage – staying ahead of rivals
4 areas organizations must stay ahead in:
- Being responsive to customers
- Innovation
- Quality
- Efficiency
18. Challenge 2: Managing for diversity – the future won’t resemble the past
-mix of racial/ethnic groups
-diversity/variety produce organization strength
-gender, age, race, ethnicity, and sexual orientation
19. Challenge 3: Managing for Globalization – the expanding management universe
-verbal expressions/gestures don’t have the same meaning to everyone throughout the world
-“The World is Flat” is a phenomenon in which globalization has leveled the competitive playing fields between industrial and emerging-market countries
20. Challenge 4: Managing for information technology – dealing with the “new normal”
~Internet
~electronic commerce
~e-business
~cloud computing
~databases
~telecommute via videoconferencing
~collaborative learning
~project management software (complete projects on time)
21. Big Data
stores of data so vast that conventional database management systems cannot handle them – sophisticated analysis software and supercomputers are required
22. Artificial Intelligence (AI)
the discipline concerned with creating computer systems that simulate human reasoning and sensation – robots, automation
23. Knowledge management
the implementing of systems and practices to increase the sharing of knowledge and information throughout an organization
24. Challenge 5: Managing for ethical standards
-Ponzi scheme: using cash from newer investors to pay off older ones
25. Challenge 6: Managing for sustainability – the business of green
Assumption:
led to unsustainable business practices because it has assumed that natural resources are limitless, which they are not
26. Sustainability
economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs
27. Challenge 7: Managing for Happiness & Meaningfulness
-happiness: getting what you want, or having desires fulfilled
-meaningfulness: which may not make you happy, is achieving a valued sense of one’s self/purpose
28. Four Levels of Management
-Top managers
-Middle managers
-First-line managers
-Team Leaders
29. Top managers: Determining overall direction
CEO, COO, President, Vice-President
30. Top managers
make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it
31. Middle managers: Implementing policies & plans
Plant manager, district manager, regional manager, clinic director (NP), dean of student services (NP)
32. Middle managers
implement the policies and plans of the top managers above them and coordinate the activities of the first-line managers below them
33. “High touch” jobs
dealing with people rather than computer screens or voice-response systems
*can directly affect employees, customers, and supplies
34. First-line managers: Directing daily tasks
Department head, foreman/forewoman, “supervisor” (clerical, production, research)
35. First-line managers
make short-term operating decisions, directing the daily tasks of non-managerial personnel (those people who work directly at their jobs but don’t oversee the work of others)
36. Team leaders: Facilitating team activities
Report to first-line managers
-provide guidance, instruction, and direction to others
-may not have authority over other team members
-resolve conflicts
-represent team to the first-level manager
-make decisions in the absence of consensus
37. Team leader
a manager who is responsible for facilitating team activities toward achieving key results
38. Functional manager
responsible for just one organizational activity
-ie. VP of Production, Director of Finance, Administrator of HR
39. General manager
responsible for several organization activities
-ie. Executive VP (GM over Production, Finance, and HR)
40. Three types of organizations:
For-profit, Nonprofit, Mutual-benefit
41. Robert Katz – Three principal skills:
- Technical
- Conceptual
- Human
42. Technical skills – ability to perform a specific job
consists of the job-specific knowledge needed to perform well in a specialized field
43. Conceptual skills – ability to think analytically
consist of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together
44. Human skills – ability to interact well with people
consist of the ability to work well in cooperation with other people to get things done
45. Soft skills
ability to motivate, to inspire trust, to communicate with others
46. Henry Mintzberg – 3 findings of a prospective manager
- relies more on verbal than on written communication
- works long hours at an intense pace
- work is characterized by fragmentation, brevity, and variety
47. Three types of managerial roles:
- Interpersonal
- Informational
- Decisional
48. Interpersonal roles
managers interact with people inside and outside their work units
49. 3 interpersonal roles
- figurehead
- leader
- liaison activities
50. Informational roles
managers receive and communicate information
51. 3 informational roles
- monitor
- disseminator
- spokesperson
52. Decisional roles
managers use information to make decisions to solve problems or take advantage of opportunities
53. 4 decision-making roles
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
54. Entrepreneurship
the process of taking risks to try to create a new enterprise
55. Two types of entrepreneurship:
- entrepreneur
- intrapreneur
56. Entrepreneur
someone who sees a new opportunity for a new product or service and launches a business to try to realize it
57. Intrapreneur
someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization’s resources to try to realize it
58. Entrepreneur vs. Manager
-Entrepreneur: what it takes to start a business
-Manager: what it takes to grow and maintain a business
Chapter 2
1. 5 reasons to study theoretical perspectives
- understanding of the present
- guide to action
- source of new ideas
- clues to meaning of your managers’ decisions
- clues to meaning of outside events
2. Evidence-based management
means translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process
(Sutton & Pfeffer)
3. Two perspectives
historical and contemporary
4. Historical management viewpoints
classical
behavioral
quantitative
5. Classical viewpoint
emphasized finding ways to manage work more efficiently, had two branches- scientific & administrative
6. Scientific management
emphasized the scientific study of work methods to improve the productivity of individual workers
(Taylor & Gilbreths)
7. Classical viewpoint
emphasized finding ways to manage work more efficiently, had two branches- scientific & administrative
8. Fredrick Taylor
father of scientific management
9. Administrative management
concerned with managing the total organization
(Fayol & Weber)
10. Max Weber defined bureaucracy
a rational, efficient, ideal organization based on principles of logic
11. Behavioral Viewpoint
emphasized the importance of understanding human behavior and of motivating employees toward achievement
3 phrases
- early behaviorism
- human relations movement
- behavioral science
12. Early behaviorism
-psychology- Hugo Munsterberg
-organizations as communities- Mary Parker Follett
-Hawthorne effect- Elton Mayo
13. Hawthorne effect
employees worked harder if they received added attention, if they thought that managers cared about their welfare, and if supervisors paid special attention to them
14. Human relations movement
which proposed that better human relations could increase worker productivity
(Maslow & McGregor)
15. Which was Douglas McGregor’s theory
Theory X versus Theory Y
16. Theory X
Pessimistic, negative view of workers. Want to be led rather than lead
17. Theory Y
optimistic, positive view of workers. They are capable of most responsibilities
18. Behavioral Science Approach
relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
19. Maslow’s Hierarchy of needs
- physiological
- safety
- love
- esteem
- self-actualization
20. Quantitative management
the application to management of quantitative techniques, such as statistics and computer simulations
(management science and operations management)
21. Management science
focuses on using mathematics to aid in problem solving and decision making
22. Operations management
focuses on managing the production and delivery of an organization’s products or services more effectively
23. Contemporary perspective
-systems
-contingency
-quality -management
24. Systems viewpoint
regards the organization as a system of interrelated parts
25. 4 parts of a system
- inputs
- transformation processes
- outputs
- feedback
26. Inputs
the people, money, information, equipment and materials required to produce an organization’s goods or services
27. Transformation processes
the organization’s capabilities in management, internal processes, and technology that are applied to converting inputs into outputs
28. Outputs
the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization
29. Feedback
information about the reaction of the environment to the outputs that affects the inputs
30. Open system
continually interacts with its environment
31. Closed system
little interaction with its environment
32. Contingency viewpoint
emphasizes that a manager’s approach should vary according to- that is, be contingent on- the individual and the environmental situation
33. Quality management viewpoint
includes quality control, quality assurance, and total quality management
34. Quality control
the strategy for minimizing errors by managing each stage of production
35. Quality assurance
focuses on the performance of workers, urging employees to strive for “zero defects”
36. Total quality management
a comprehensive approach- led by top management and supported throughout the organization- dedicated to continuous quality improvement, training, and customer satisfaction
37. 4 components of TQM
- make continuous improvement a priority
- get every employee involved
- listen to and learn from customers and employees
- use accurate standards to identify and eliminate problems
38. Learning organization
an organization that actively creates, acquires and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge
39. 3 parts of learning organization
- creating and acquiring knowledge
- transferring knowledge
- modifying behavior
40. 3 roles managers play in a learning organization
- you can build a commitment to learning
- you can work to generate ideas with impact
- you can work to generalize ideas with impact