MAN2 – Summary Midterm
Chapter 1-5, 13
Chapter 1
Who is a manager: someone who coordinates and oversees the work of
other people so organisational goals can be met.
Not about personal achievement but helping others do their work
Organisation 1. Distinct purpose: goals. 2. People: to achieve goals. 3.
Deliberate structure: in which members do their work.
Top managers (near) upper
levels of the organisation.
Responsible for organisation-
wide decisions, strategy and
goals (managing director, CEO)
Middle managers Responsible
for turning strategy into
action(regional managers)
First-line (frontline) managers Manage nonmanagerial employees
(supervisor, department head)
Why managers?
Organisations need managerial and organisational abilities.
They’re critical to get things done.
Good managers improve organisation’s performance.
Management high efficiency + high effectiveness
Efficiency; Most output from the least amount of inputs/resources (low
waste)
Effectiveness; Doing the right activities to reach company goals (high
attainment)
Henry Fayol
,Mintzberg
Interpersonal involve people, ceremonial
and symbolic.
Informational collecting, receiving,
disseminating information.
Decisional making choices
Top level disseminator, figure-head,
negotiator, liaison, spokesperson.
First-line leading.
Technical skills job specific
knowledge
Interpersonal skills work well
with people
Conceptual skills thinking
and understanding complex
situations, thinking ahead
How to improve your political
skills? Managerial challenges
Frame arguments in term Focus on technology
with organisational goals. Focus on disruptive
Develop the right image. innovation
Gain control of Focus on social media
organisational resources. Focus on ethics
Make yourself Focus on political
indispensable. uncertainty
Be visible. Focus on the customer
Develop powerful allies.
Avoid ‘tainted’ members.
Support your boss
Employability skills(ESM Employability Skills Matrix)
Critical thinking
Communication
Collaboration
Knowledge application and analysis
Social responsibility
, History
1776 - Adam Smith (Industrial revolution)
Job specialisation(division of labour) Breaking down jobs into narrow
and repetitive tasks. To improve efficiency and effectiveness
- Emphasis Rationality, efficiency.
Frederick Taylor “one best way” to improve efficiency. = scientific
management
Gilbreth Therbligs = classification scheme labelling basic hand motions
How is scientific management used today? Analysing basic work tasks,
time-and-motion study, hire best qualified workers, use incentives.
General administrative theory focus on managers themselves, what
defines good management practice?
Max Weber Bureaucracy An organisation characterised by; division of
labour, clear hierarchy, detailed rules regulations, impersonal
relationships.
HenriFayol Principles of Management
1. Division of work 8. Centralisation
2. Authority 9. Scalar chain
3. Discipline 10. Order
4. Unity of command 11. Equity
5. Unity of direction 12. Stability of tenure
6. Subordination of individual personnel
interests to the general 13. Initiative
interest 14. Esprit de corps
7. Renumeration
OB Organisational Behaviour
Hawthorne studies study 1920-30s = Group standards Individual
work behaviour
Chapter 1-5, 13
Chapter 1
Who is a manager: someone who coordinates and oversees the work of
other people so organisational goals can be met.
Not about personal achievement but helping others do their work
Organisation 1. Distinct purpose: goals. 2. People: to achieve goals. 3.
Deliberate structure: in which members do their work.
Top managers (near) upper
levels of the organisation.
Responsible for organisation-
wide decisions, strategy and
goals (managing director, CEO)
Middle managers Responsible
for turning strategy into
action(regional managers)
First-line (frontline) managers Manage nonmanagerial employees
(supervisor, department head)
Why managers?
Organisations need managerial and organisational abilities.
They’re critical to get things done.
Good managers improve organisation’s performance.
Management high efficiency + high effectiveness
Efficiency; Most output from the least amount of inputs/resources (low
waste)
Effectiveness; Doing the right activities to reach company goals (high
attainment)
Henry Fayol
,Mintzberg
Interpersonal involve people, ceremonial
and symbolic.
Informational collecting, receiving,
disseminating information.
Decisional making choices
Top level disseminator, figure-head,
negotiator, liaison, spokesperson.
First-line leading.
Technical skills job specific
knowledge
Interpersonal skills work well
with people
Conceptual skills thinking
and understanding complex
situations, thinking ahead
How to improve your political
skills? Managerial challenges
Frame arguments in term Focus on technology
with organisational goals. Focus on disruptive
Develop the right image. innovation
Gain control of Focus on social media
organisational resources. Focus on ethics
Make yourself Focus on political
indispensable. uncertainty
Be visible. Focus on the customer
Develop powerful allies.
Avoid ‘tainted’ members.
Support your boss
Employability skills(ESM Employability Skills Matrix)
Critical thinking
Communication
Collaboration
Knowledge application and analysis
Social responsibility
, History
1776 - Adam Smith (Industrial revolution)
Job specialisation(division of labour) Breaking down jobs into narrow
and repetitive tasks. To improve efficiency and effectiveness
- Emphasis Rationality, efficiency.
Frederick Taylor “one best way” to improve efficiency. = scientific
management
Gilbreth Therbligs = classification scheme labelling basic hand motions
How is scientific management used today? Analysing basic work tasks,
time-and-motion study, hire best qualified workers, use incentives.
General administrative theory focus on managers themselves, what
defines good management practice?
Max Weber Bureaucracy An organisation characterised by; division of
labour, clear hierarchy, detailed rules regulations, impersonal
relationships.
HenriFayol Principles of Management
1. Division of work 8. Centralisation
2. Authority 9. Scalar chain
3. Discipline 10. Order
4. Unity of command 11. Equity
5. Unity of direction 12. Stability of tenure
6. Subordination of individual personnel
interests to the general 13. Initiative
interest 14. Esprit de corps
7. Renumeration
OB Organisational Behaviour
Hawthorne studies study 1920-30s = Group standards Individual
work behaviour
