this is an recap of the management book written by R. Daft and Allan Benson. All inportant stuff is littarly written over from the book so you wont have any confusion with the terms in the book.
,table of content
the definition of management...........................................................................................................4
Reflection...........................................................................................................................................4
Planning.........................................................................................................................................4
Organising......................................................................................................................................4
Leading..........................................................................................................................................4
Controlling.....................................................................................................................................4
Organisational performance..............................................................................................................4
Chapter 2...............................................................................................................................................6
Humanistic perspective.....................................................................................................................7
Chapter 3...............................................................................................................................................9
Task environment...........................................................................................................................10
Types of cultures..........................................................................................................................10
Chapter 4.............................................................................................................................................12
Structures........................................................................................................................................12
Chapter 5.............................................................................................................................................15
Chapter 6.............................................................................................................................................17
Critical Decision-making approaches...............................................................................................17
Chapter 7.............................................................................................................................................19
Chapter 8.............................................................................................................................................21
Levels of strategy.........................................................................................................................21
Chapter 9.............................................................................................................................................23
Chapter 10...........................................................................................................................................26
Five types of small business owners............................................................................................26
Characteristics of entrepreneurs.................................................................................................26
Legal structure.............................................................................................................................27
Stages of business growth...........................................................................................................28
Chapter 11...........................................................................................................................................29
Companies that successful innovate have these characteristics:.................................................29
Four roles in organizational change.............................................................................................30
Organizational development...........................................................................................................30
3 most popular and effective OD goals are:.................................................................................31
Implementing change..................................................................................................................31
Resistance to change...................................................................................................................31
Four reasons that resist against change:......................................................................................32
, Implementation tactics................................................................................................................32
Chapter 13...........................................................................................................................................33
5 characteristics of leaders:.............................................................................................................33
Five types of power.........................................................................................................................35
Interpersonal influence tactics........................................................................................................35
, the definition of management
managers set goals, organise activities, motivate and communicate activities, measure performance,
and develop people. They fall in to four core management activities.
1. Planning (setting goals and deciding activities)
2. Organizing (organizing activities and people)
3. Leading (motivating, communicating with and developing people)
4. Controlling establishing targets and measuring performance.)
Management is the attainment of organizational goals in an effective and efficient manner trough
planning, organising, leading, and controlling.
Learn exhibit 1.1
Reflection
Managers get things done by coordinating and motivating people.
Management is often a different experience from what people expect.
Innovative management is a critical in today’s turbulent world.
Planning
Planning means identifying goals for future organizational goals performance and deciding on the
tasks and use of resources needed to attain them.
Organising
Organising typically follows planning and reflects how the organisation tries to accomplish the plan.
Organising involves assigning tasks, grouping tasks into departments, delegating authority, and
allocating resources across the organisation.
Leading
Leading is the use of influence to motivate employees to achieve organizational goals. Leading
means creating a shared culture and values, communicating goals to people throughout the
organization and infusing employees with the desire to perform at a high level.
Controlling
Controlling means monitoring employees, activities determining whether the organisation is moving
forwards towards its goals and making corrections as necessary.
Organisational performance
The second part of our definition of management is the attainment of organizational goals in an
efficient and effective manner.
The biggest failure of a manager is doing much on his own and not delegating the work to his
employees.
Most of the managers learn the best when they perform at their job.
Some company determine to keep good employees than training a manager. They use a great care
to find a manager that understand to be a manager and really wants to be.
6 hours of the week managers spend alone. 34 hours with employees and their bosses. So, they
spend 85% on the floor.
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