MGMT 1001
Technical,
What are the three main types of skills
Conceptual and
needed by managers?
Human or interpersonal managerial skills.
Efficiency
1.) Meaningful Results
Effectiveness 2.)Contributes to Team Members' Satisfaction
3.)Enhance Ability of Team Members to Work together in the future.
improving the efficiency, productivity, and output of employees, as well as the
Classical Perspective
business as a whole.
emphasizes empathy and stresses the good in human behavior. In politics and s
Humanistic Perspective
theory, this approach calls for human rights and equality.
incorporates many analytical and numeric techniques into management method
Quantitative Perspective The goal is to have specific formulas that information can be plugged into to p
the best answer to common management
, MGMT 1001
Systems thinking is a management discipline that concerns an understanding of
system by examining the linkages and interactions between the components th
comprise the entirety of that defined system.
d. Organization-environment perspective
(systems thinking, contingency view)
Contingency View
-A view of the firm where effective organizational structure is based on fit or
alignment between the organization and various aspects in its environment
a. It is based upon one best way and is applicable for simple organizations than
for today's dynamic and complex organization
b. It focuses on individual performance than group efforts and divides the work
into efficient and inefficient categories
What are the limitations of Scientific c. It is focused on specialization and repetition of jobs to increase the producti
Management Theory which reduces innovation and creativity and promotes monotony
d. It neglects human factor because it motivates workers to work for monetary
benefits rather than human resource development and resources
e. There is no scope for creativity of employees because they are developed b
manager which promotes frustration.
According to Weber the features of the ideal bureaucracy included a 1.clear
differentiation of tasks and responsibilities among individuals; 2.coordination th
What were Weber's a strict hierarchy of authority and decision rights;3. standardized rules and
characteristics/principles of a bureacracy? procedures;4. the vertical separation of planning and execution so that plans a
made in the upper ranks of an organization and executed in the lower;5. and th
of technical criteria for recruitment and promotion.
, MGMT 1001
1. Conflict resolution through Integration (i.e., identifying and meeting each par
underlying and often compatible need, as opposed to attempting to meet the
frequently-incompatible expressed desire of each) often results in a win-win
situation.
Mary Follet's core ideas that contributed to
management thinking. 2. In Mary Parker Follett leadership theory, genuine power is not "coercive" ("po
over") but "coactive" ("power with").
3. True leaders, according to Follett's theory, "create group power, rather than
expressing personal power."
The Hawthorne effect (also referred to as the observer effect [citation needed
What were the Hawthorne Studies? type of reactivity in which individuals modify or improve an aspect of their beha
in response to their awareness of being observed.
Technical,
What are the three main types of skills
Conceptual and
needed by managers?
Human or interpersonal managerial skills.
Efficiency
1.) Meaningful Results
Effectiveness 2.)Contributes to Team Members' Satisfaction
3.)Enhance Ability of Team Members to Work together in the future.
improving the efficiency, productivity, and output of employees, as well as the
Classical Perspective
business as a whole.
emphasizes empathy and stresses the good in human behavior. In politics and s
Humanistic Perspective
theory, this approach calls for human rights and equality.
incorporates many analytical and numeric techniques into management method
Quantitative Perspective The goal is to have specific formulas that information can be plugged into to p
the best answer to common management
, MGMT 1001
Systems thinking is a management discipline that concerns an understanding of
system by examining the linkages and interactions between the components th
comprise the entirety of that defined system.
d. Organization-environment perspective
(systems thinking, contingency view)
Contingency View
-A view of the firm where effective organizational structure is based on fit or
alignment between the organization and various aspects in its environment
a. It is based upon one best way and is applicable for simple organizations than
for today's dynamic and complex organization
b. It focuses on individual performance than group efforts and divides the work
into efficient and inefficient categories
What are the limitations of Scientific c. It is focused on specialization and repetition of jobs to increase the producti
Management Theory which reduces innovation and creativity and promotes monotony
d. It neglects human factor because it motivates workers to work for monetary
benefits rather than human resource development and resources
e. There is no scope for creativity of employees because they are developed b
manager which promotes frustration.
According to Weber the features of the ideal bureaucracy included a 1.clear
differentiation of tasks and responsibilities among individuals; 2.coordination th
What were Weber's a strict hierarchy of authority and decision rights;3. standardized rules and
characteristics/principles of a bureacracy? procedures;4. the vertical separation of planning and execution so that plans a
made in the upper ranks of an organization and executed in the lower;5. and th
of technical criteria for recruitment and promotion.
, MGMT 1001
1. Conflict resolution through Integration (i.e., identifying and meeting each par
underlying and often compatible need, as opposed to attempting to meet the
frequently-incompatible expressed desire of each) often results in a win-win
situation.
Mary Follet's core ideas that contributed to
management thinking. 2. In Mary Parker Follett leadership theory, genuine power is not "coercive" ("po
over") but "coactive" ("power with").
3. True leaders, according to Follett's theory, "create group power, rather than
expressing personal power."
The Hawthorne effect (also referred to as the observer effect [citation needed
What were the Hawthorne Studies? type of reactivity in which individuals modify or improve an aspect of their beha
in response to their awareness of being observed.
