Table of Contents
Chapter 1 Introduction to Management.............................................................................4
Management Skills.......................................................................................................................4
The Definition of Management.....................................................................................................4
The Four Management Functions.................................................................................................5
Chapter 2 The Evolution of Management Thinking.............................................................6
Management and Organization....................................................................................................6
Classical Perspective.....................................................................................................................6
The Human Perspective (Follet and Barnard, 1920)......................................................................7
Recent Historical Trends...............................................................................................................8
....................................................................................................................................................8
Chapter 3 The Organization and Corporate Culture............................................................9
The External Environment............................................................................................................9
Organization Environment Relationship.....................................................................................10
Chapter 4 The Dynamics of Alternative Organizational Forms..........................................11
Organizing the Vertical Structure................................................................................................11
Work Specialization....................................................................................................................11
Span of Management.................................................................................................................12
Chain of Command.....................................................................................................................12
Centralization and Decentralization............................................................................................13
Vertical Functional Approach......................................................................................................13
Divisional Approach....................................................................................................................13
Departmentalization...................................................................................................................14
The Matrix: A Plurality Approach................................................................................................15
Team Approach..........................................................................................................................15
The Need for Coordination.........................................................................................................15
Virtual Network Approach..........................................................................................................15
Line and Staff..............................................................................................................................15
Metaphors in structures Mechanistic Structure versus Organic Structures.................................16
Vertical Functional versus Divisional Functional.........................................................................16
Chapter 7 Managerial Planning and Goal Setting.............................................................17
Goal Setting in Organizations......................................................................................................17
Goal Setting and Planning Overview...........................................................................................17
Goals and Plans..........................................................................................................................17
Benefits and limitations of planning...........................................................................................18
1
, Operational Planning..................................................................................................................18
Planning for a Turbulent Environment........................................................................................19
Chapter 8 Strategy Formulation and Execution.................................................................20
Strategic Management Process..................................................................................................20
What is strategic management?.................................................................................................20
Formulating Corporate-Level Strategy........................................................................................21
Formulating Business-Level Strategy..........................................................................................22
Global Strategy...........................................................................................................................23
Strategy Execution......................................................................................................................24
Formulating Functional Level Strategies.....................................................................................24
Chapter 9 Managerial Decision Making............................................................................25
The Ideal, Rational Model...........................................................................................................25
Types of Decisions and Problems................................................................................................25
How Managers Actually Make Decisions....................................................................................26
Facing Certainty and Uncertainty................................................................................................26
The Political Model.....................................................................................................................27
Decision-Making Steps...............................................................................................................29
Why Do Managers Make Poor Decisions?...................................................................................30
Chapter 13 Leadership......................................................................................................31
Servant Leadership.....................................................................................................................31
From Management to Leadership...............................................................................................31
Authentic Leadership..................................................................................................................32
Behavioral Approaches...............................................................................................................33
The Leadership Grid....................................................................................................................34
Leadership Approaches..............................................................................................................35
Transformational versus Transactional Leadership.....................................................................35
Power and Influence...................................................................................................................35
Contemporary Leadership..........................................................................................................36
2
,3
, Chapter 1 Introduction to Management
Management Skills
Conceptual Skill = Is the cognitive ability to see the organization as a whole system and the
relationships among its parts. Conceptual skills involve knowing where one's team fits into the total
organization and how the organization fits into the industry, the community, and the broader business
and social environment.
Human Skills = Is the manager's ability to work with and through other people and to work
effectively as a group member. This is demonstrated in the way a manager relates to other people,
including the ability to motivate, facilitate, coordinate, lead, communicate and resolve conflicts.
Technical Skills = Is the understanding of and proficiency in the performance of specific tasks.
Technical skill includes mastery of the methods, techniques and equipment involved in specific
functions such as engineering, manufacturing or finance.
The Definition of Management
Management = The attainment (achievement) of organizational goals in an effective and efficient
manner through planning, organizing, leading and controlling organizational resources.
Effectivity = The degree to which organization achieves a stated goal.
Efficiency = The use of minimal resources (raw materials, money, and people) to produce the desired
volume of output.
Higher effectivity comes with lower efficiency; Higher efficiency comes with lower effectivity.
Trade-off = When companies have to make a choice for higher effectivity at the cost of efficiency or
higher efficiency at the cost of the effectivity.
4
Chapter 1 Introduction to Management.............................................................................4
Management Skills.......................................................................................................................4
The Definition of Management.....................................................................................................4
The Four Management Functions.................................................................................................5
Chapter 2 The Evolution of Management Thinking.............................................................6
Management and Organization....................................................................................................6
Classical Perspective.....................................................................................................................6
The Human Perspective (Follet and Barnard, 1920)......................................................................7
Recent Historical Trends...............................................................................................................8
....................................................................................................................................................8
Chapter 3 The Organization and Corporate Culture............................................................9
The External Environment............................................................................................................9
Organization Environment Relationship.....................................................................................10
Chapter 4 The Dynamics of Alternative Organizational Forms..........................................11
Organizing the Vertical Structure................................................................................................11
Work Specialization....................................................................................................................11
Span of Management.................................................................................................................12
Chain of Command.....................................................................................................................12
Centralization and Decentralization............................................................................................13
Vertical Functional Approach......................................................................................................13
Divisional Approach....................................................................................................................13
Departmentalization...................................................................................................................14
The Matrix: A Plurality Approach................................................................................................15
Team Approach..........................................................................................................................15
The Need for Coordination.........................................................................................................15
Virtual Network Approach..........................................................................................................15
Line and Staff..............................................................................................................................15
Metaphors in structures Mechanistic Structure versus Organic Structures.................................16
Vertical Functional versus Divisional Functional.........................................................................16
Chapter 7 Managerial Planning and Goal Setting.............................................................17
Goal Setting in Organizations......................................................................................................17
Goal Setting and Planning Overview...........................................................................................17
Goals and Plans..........................................................................................................................17
Benefits and limitations of planning...........................................................................................18
1
, Operational Planning..................................................................................................................18
Planning for a Turbulent Environment........................................................................................19
Chapter 8 Strategy Formulation and Execution.................................................................20
Strategic Management Process..................................................................................................20
What is strategic management?.................................................................................................20
Formulating Corporate-Level Strategy........................................................................................21
Formulating Business-Level Strategy..........................................................................................22
Global Strategy...........................................................................................................................23
Strategy Execution......................................................................................................................24
Formulating Functional Level Strategies.....................................................................................24
Chapter 9 Managerial Decision Making............................................................................25
The Ideal, Rational Model...........................................................................................................25
Types of Decisions and Problems................................................................................................25
How Managers Actually Make Decisions....................................................................................26
Facing Certainty and Uncertainty................................................................................................26
The Political Model.....................................................................................................................27
Decision-Making Steps...............................................................................................................29
Why Do Managers Make Poor Decisions?...................................................................................30
Chapter 13 Leadership......................................................................................................31
Servant Leadership.....................................................................................................................31
From Management to Leadership...............................................................................................31
Authentic Leadership..................................................................................................................32
Behavioral Approaches...............................................................................................................33
The Leadership Grid....................................................................................................................34
Leadership Approaches..............................................................................................................35
Transformational versus Transactional Leadership.....................................................................35
Power and Influence...................................................................................................................35
Contemporary Leadership..........................................................................................................36
2
,3
, Chapter 1 Introduction to Management
Management Skills
Conceptual Skill = Is the cognitive ability to see the organization as a whole system and the
relationships among its parts. Conceptual skills involve knowing where one's team fits into the total
organization and how the organization fits into the industry, the community, and the broader business
and social environment.
Human Skills = Is the manager's ability to work with and through other people and to work
effectively as a group member. This is demonstrated in the way a manager relates to other people,
including the ability to motivate, facilitate, coordinate, lead, communicate and resolve conflicts.
Technical Skills = Is the understanding of and proficiency in the performance of specific tasks.
Technical skill includes mastery of the methods, techniques and equipment involved in specific
functions such as engineering, manufacturing or finance.
The Definition of Management
Management = The attainment (achievement) of organizational goals in an effective and efficient
manner through planning, organizing, leading and controlling organizational resources.
Effectivity = The degree to which organization achieves a stated goal.
Efficiency = The use of minimal resources (raw materials, money, and people) to produce the desired
volume of output.
Higher effectivity comes with lower efficiency; Higher efficiency comes with lower effectivity.
Trade-off = When companies have to make a choice for higher effectivity at the cost of efficiency or
higher efficiency at the cost of the effectivity.
4
