Lecture 1
Management - the optimal way to accomplish tasks and achieve goals, using Planning,
Organizing, Leading, and Controlling.
Efficiency is the ability to accomplish something with the least amount of wasted time,
money, and effort or competency in performance.
Effectiveness is the degree to which something is successful in producing a desired result;
success.
Management skills:
Conceptual skills - cognitive ability to see the organization as a whole system.
Human skills - the ability to work with and through other people.
Technical skills - the understanding and proficiency in the performance of specific
tasks.
Lecture 2
Management, the people who design an organization 's structure and determine how
different aspects of the organization will interact.
An organization is a formal group of people with a shared aim.
Classical perspective:
Rational, scientific approach to management. Make an organization efficient operating
machine (industrial revolution system posed new challenges to managers).
Coordination, control, scheduling: increase productivity.
o Scientific management – improving labour productivity.
o Bureaucratic organizations – impersonal, rational, clearly defines authority.
o Administrative principles – total organization in terms of planning organizing
and controlling.
Humanistic perspective:
A way of evaluating an individual as a whole, rather than looking at them only through a
smaller aspect of their person.
Follett and Barnard.
Understanding human behaviour, needs and attitudes in the workplace.
Human Relations management theory is a premise of organizational psychology from the
early twentieth century, which suggests that employee productivity and motivation can be
increased through positive social bonds in the workplace and acknowledgement of the
worker as a unique individual.
, Systems thinking is a holistic approach to analysis that focuses on the way that a system's
constituent parts interrelate and how systems work over time and within the context of larger
systems
Total quality management (TQM) is the continual process of detecting and reducing or
eliminating errors in manufacturing, streamlining supply chain management, improving the
customer experience, and ensuring that employees are up to speed with training.
Employee involvement – everybody should be involved in quality control.
Focus on customer – by all the employees.
Benchmarking – what do other companies do better?
Continuous improvement – constantly improving small things.
External environment refers to factors, forces, situations, and events outside the
organization that affects its performance. It includes economic, demographic, political/legal,
sociocultural, technological, and global components.
External (organizational) environment
All elements existing outside the boundary of the organization that have the potential to
affect the organization divided in two layers:
General environment:
Outer layer that is widely dispersed.
Affects organizations indirectly.
NO reverse influence.
Includes social, economic, legal-political, international, natural, and
technological factors.
Task environment:
Closer layer.
Affects organizations directly. Influences their day to day.
Reverse influence.
Includes customers, competitors, suppliers, and labour market.
Environmental uncertainty is when conditions are constantly changing within a business
environment. As a result, management has little influence over factors that are outside of the
company's control.
Lecture 3
Planning - the most important management function.
Formulate goals and planning’s for:
- Efficiency and effectiveness. Optimizing process to accomplish goals.
- Turbulent and uncertain environment. Economic, political, and social chaos.
Renewed interest in organizational planning that meets change.
Goal
A desired future state that the organization attempts to realise. It specifies future ends.
Goal setting
A process of identifying what you want to accomplish and creating a plan to achieve those
desired results
Management - the optimal way to accomplish tasks and achieve goals, using Planning,
Organizing, Leading, and Controlling.
Efficiency is the ability to accomplish something with the least amount of wasted time,
money, and effort or competency in performance.
Effectiveness is the degree to which something is successful in producing a desired result;
success.
Management skills:
Conceptual skills - cognitive ability to see the organization as a whole system.
Human skills - the ability to work with and through other people.
Technical skills - the understanding and proficiency in the performance of specific
tasks.
Lecture 2
Management, the people who design an organization 's structure and determine how
different aspects of the organization will interact.
An organization is a formal group of people with a shared aim.
Classical perspective:
Rational, scientific approach to management. Make an organization efficient operating
machine (industrial revolution system posed new challenges to managers).
Coordination, control, scheduling: increase productivity.
o Scientific management – improving labour productivity.
o Bureaucratic organizations – impersonal, rational, clearly defines authority.
o Administrative principles – total organization in terms of planning organizing
and controlling.
Humanistic perspective:
A way of evaluating an individual as a whole, rather than looking at them only through a
smaller aspect of their person.
Follett and Barnard.
Understanding human behaviour, needs and attitudes in the workplace.
Human Relations management theory is a premise of organizational psychology from the
early twentieth century, which suggests that employee productivity and motivation can be
increased through positive social bonds in the workplace and acknowledgement of the
worker as a unique individual.
, Systems thinking is a holistic approach to analysis that focuses on the way that a system's
constituent parts interrelate and how systems work over time and within the context of larger
systems
Total quality management (TQM) is the continual process of detecting and reducing or
eliminating errors in manufacturing, streamlining supply chain management, improving the
customer experience, and ensuring that employees are up to speed with training.
Employee involvement – everybody should be involved in quality control.
Focus on customer – by all the employees.
Benchmarking – what do other companies do better?
Continuous improvement – constantly improving small things.
External environment refers to factors, forces, situations, and events outside the
organization that affects its performance. It includes economic, demographic, political/legal,
sociocultural, technological, and global components.
External (organizational) environment
All elements existing outside the boundary of the organization that have the potential to
affect the organization divided in two layers:
General environment:
Outer layer that is widely dispersed.
Affects organizations indirectly.
NO reverse influence.
Includes social, economic, legal-political, international, natural, and
technological factors.
Task environment:
Closer layer.
Affects organizations directly. Influences their day to day.
Reverse influence.
Includes customers, competitors, suppliers, and labour market.
Environmental uncertainty is when conditions are constantly changing within a business
environment. As a result, management has little influence over factors that are outside of the
company's control.
Lecture 3
Planning - the most important management function.
Formulate goals and planning’s for:
- Efficiency and effectiveness. Optimizing process to accomplish goals.
- Turbulent and uncertain environment. Economic, political, and social chaos.
Renewed interest in organizational planning that meets change.
Goal
A desired future state that the organization attempts to realise. It specifies future ends.
Goal setting
A process of identifying what you want to accomplish and creating a plan to achieve those
desired results
