CH1: Overview of Management
Organization: a group of people that work together to achieve some specific purpose
→ managers operate within many types of organizations
Management: art of getting things done through people
Management:
1. The pursuit of organizational pals efficiently and effectively
2. Integrating the work of people
3. Planning, organizing, leading, and controlling the organizations resources
→ being efficient means to use resources such as people, money, raw materials, and being
wise and cost effective
→ to be effective means to achieve results, to make the right decisions and to be successful to
carry out the organizations goals
Rewards of Management:
- How to deal w/ organizations from the outside
- How to relate to supervisors
- How to interact w/co-workers
- How to manage yourself in the workplace
Management Process
Planning: set goals and decide how to achieve them
Organizing: you arrange tasks, people, and other resources to accomplish the work
Leading: you motivate, direct, and otherwise influence people to work hard to achieve the
organizations goals
Controlling: you monitor performance, compare it w/ goals, and take corrective action as needed
Levels of Management
Top Managers: make long-term decision about the overall direction of the organization and
establish the objective, policies, and strategies for it
Middle Managers: implement the policies and plans of the top managers above them and
supervise and coordinate the activities of the first line managers below them
First Line Managers: make short term operating decisions, directing the daily tasks of
non-managerial personnel
Team Leader: Responsible for facilitating team activities toward achieving key results
, INTERPERSONAL INFORMATIONAL DECISIONAL
→ interact w/ people inside → receive and communicate → use information to make
and outside their work units information decisions to solve problems
or take advantage of
→ figurehead, leader, liaison → monitor, disseminate, opportunities
spokesperson
→ entrepreneur, distributor,
handler, negotiator, resource
allocator
Mintzberg
1. Manager relies more on verbal than on written communication
2. A manager works long hours at an intense pace
3. A manager's work is characterized by breaking things into smaller parts, being concise,
and having variety
d
Functional manager: responsible for just 1 organizational activity (ex: director of finance, etc)
General manager: responsible for several activities (ex: executive vice president)
Technical skills: job-specific knowledge to perform in a specialized field
Conceptual skills: the ability to think analytically, to visualize an organization as a whole and
understand how the parts work together
human(soft) skills: ability to cooperate w/others, motivate, inspire trust, and communicate w/
others
Challenges
● Managing for competitive advantage
● Managing for information technology
● Managing for diversity
● Managing for globalization
● Managing for ethical standards
● Managing for sustainability
● Managing for happiness and meaningfulness
Competitive advantage: the ability of an organization to produce goods or services more
effectively than competitors do, thereby outperforming them
, 1. Being responsive to customers
2. Innovation: finding ways to deliver better goods or services
3. Quality: making improvements in quality so that consumers choose your product
4. Efficiency: overstaffing and overuse of raw materials can make you less competitive
CH2: Theory of Management
Classical viewpoint: scientific management
● Pioneered by Frederick W. Taylor and the Gillbreths in the early 1900s
- Emphasized the scientific study of work methods to improve the productivity of
individual workers
Taylor's principle:
- Scientifically study each part of the task
- Carefully select workers with the right abilities
- Give workers the training and incentives to do the task properly
- Use scientific principles to plan the work methods
Gilbreth's motion studies:
- Applied some ideas for improving efficiency to raising their 12 children
- Identified 17 basic motions and applied them to work processes to determine whether
the tasks could be done more efficiently
- Demonstrated they could eliminate motions while reducing fatigue for some workers
Henri Fayol– administrative management
● Concerned with managing the total organization
- French engineer and industrialist
- First to identify the major functions of management: planning, organizing, leading,
controlling, coordinating (POLCC)
Max Weber
- German sociologist and philosopher
● Believed that a bureaucracy was a rational, efficient, ideal organization based on the
organization based on the principles of logic
- A well defined hierarchy of authority
- Formal rules and procedures
- A clear division of labor
- Impersonality
- Careers based on merit
Why the classical viewpoint is important:
- Work activity was amenable to a rational approach
- Through the application of scientific methods, time and motion studies, and job
specialization it was possible to boost productivity
- It led to later innovations such as management by objectives, and goal settings
, Cons: Too mechanistic
- Tends to view humans as cogs within a machine, not taking into account the importance
of human needs
Behavioral viewpoint: Behaviorism, Human Relations, and Behavioral Science
- Emphasized the importance of understanding human behavior and motivating
employees toward achievement
3 phases:
- Early behaviorism
- The human relations movement
- Behavioral science
Hugo Munsterberg– early behaviorism
● Known as the father of industrial psychology
- Study jobs and determine which people are best suited to specific jobs
- Identify the psychological conditions under which employees do their best work
- Devise management strategies to influence employees to follow management’s
interests
Mary Parker Follett– Early Behaviorism
● Social worker and social philosopher, she made very important contributions to the field
of civics and sociology
- Organizations should be operated as communities
- Conflicts should be resolved by managers and workers talking over differences
and finding solutions that would satisfy both parties
- The work process should be controlled by workers with relevant knowledge;
managers are facilitators
Elton Mayo– Early Behaviorism
- Led a Harvard research group to conduct worker productivity studies at Western Electric
Hawthorne plant
- Hawthorne effect: employees worked harder if they received added attention, and
thought that managers cared about their welfare and that supervisors paid special
attention to them
Human relations movement: proposed that better human relations could increase worker
productivity
- By Abraham Maslow and Douglas McGregor
Douglas McGregor– Theory X vs Theory Y
Theory X
Organization: a group of people that work together to achieve some specific purpose
→ managers operate within many types of organizations
Management: art of getting things done through people
Management:
1. The pursuit of organizational pals efficiently and effectively
2. Integrating the work of people
3. Planning, organizing, leading, and controlling the organizations resources
→ being efficient means to use resources such as people, money, raw materials, and being
wise and cost effective
→ to be effective means to achieve results, to make the right decisions and to be successful to
carry out the organizations goals
Rewards of Management:
- How to deal w/ organizations from the outside
- How to relate to supervisors
- How to interact w/co-workers
- How to manage yourself in the workplace
Management Process
Planning: set goals and decide how to achieve them
Organizing: you arrange tasks, people, and other resources to accomplish the work
Leading: you motivate, direct, and otherwise influence people to work hard to achieve the
organizations goals
Controlling: you monitor performance, compare it w/ goals, and take corrective action as needed
Levels of Management
Top Managers: make long-term decision about the overall direction of the organization and
establish the objective, policies, and strategies for it
Middle Managers: implement the policies and plans of the top managers above them and
supervise and coordinate the activities of the first line managers below them
First Line Managers: make short term operating decisions, directing the daily tasks of
non-managerial personnel
Team Leader: Responsible for facilitating team activities toward achieving key results
, INTERPERSONAL INFORMATIONAL DECISIONAL
→ interact w/ people inside → receive and communicate → use information to make
and outside their work units information decisions to solve problems
or take advantage of
→ figurehead, leader, liaison → monitor, disseminate, opportunities
spokesperson
→ entrepreneur, distributor,
handler, negotiator, resource
allocator
Mintzberg
1. Manager relies more on verbal than on written communication
2. A manager works long hours at an intense pace
3. A manager's work is characterized by breaking things into smaller parts, being concise,
and having variety
d
Functional manager: responsible for just 1 organizational activity (ex: director of finance, etc)
General manager: responsible for several activities (ex: executive vice president)
Technical skills: job-specific knowledge to perform in a specialized field
Conceptual skills: the ability to think analytically, to visualize an organization as a whole and
understand how the parts work together
human(soft) skills: ability to cooperate w/others, motivate, inspire trust, and communicate w/
others
Challenges
● Managing for competitive advantage
● Managing for information technology
● Managing for diversity
● Managing for globalization
● Managing for ethical standards
● Managing for sustainability
● Managing for happiness and meaningfulness
Competitive advantage: the ability of an organization to produce goods or services more
effectively than competitors do, thereby outperforming them
, 1. Being responsive to customers
2. Innovation: finding ways to deliver better goods or services
3. Quality: making improvements in quality so that consumers choose your product
4. Efficiency: overstaffing and overuse of raw materials can make you less competitive
CH2: Theory of Management
Classical viewpoint: scientific management
● Pioneered by Frederick W. Taylor and the Gillbreths in the early 1900s
- Emphasized the scientific study of work methods to improve the productivity of
individual workers
Taylor's principle:
- Scientifically study each part of the task
- Carefully select workers with the right abilities
- Give workers the training and incentives to do the task properly
- Use scientific principles to plan the work methods
Gilbreth's motion studies:
- Applied some ideas for improving efficiency to raising their 12 children
- Identified 17 basic motions and applied them to work processes to determine whether
the tasks could be done more efficiently
- Demonstrated they could eliminate motions while reducing fatigue for some workers
Henri Fayol– administrative management
● Concerned with managing the total organization
- French engineer and industrialist
- First to identify the major functions of management: planning, organizing, leading,
controlling, coordinating (POLCC)
Max Weber
- German sociologist and philosopher
● Believed that a bureaucracy was a rational, efficient, ideal organization based on the
organization based on the principles of logic
- A well defined hierarchy of authority
- Formal rules and procedures
- A clear division of labor
- Impersonality
- Careers based on merit
Why the classical viewpoint is important:
- Work activity was amenable to a rational approach
- Through the application of scientific methods, time and motion studies, and job
specialization it was possible to boost productivity
- It led to later innovations such as management by objectives, and goal settings
, Cons: Too mechanistic
- Tends to view humans as cogs within a machine, not taking into account the importance
of human needs
Behavioral viewpoint: Behaviorism, Human Relations, and Behavioral Science
- Emphasized the importance of understanding human behavior and motivating
employees toward achievement
3 phases:
- Early behaviorism
- The human relations movement
- Behavioral science
Hugo Munsterberg– early behaviorism
● Known as the father of industrial psychology
- Study jobs and determine which people are best suited to specific jobs
- Identify the psychological conditions under which employees do their best work
- Devise management strategies to influence employees to follow management’s
interests
Mary Parker Follett– Early Behaviorism
● Social worker and social philosopher, she made very important contributions to the field
of civics and sociology
- Organizations should be operated as communities
- Conflicts should be resolved by managers and workers talking over differences
and finding solutions that would satisfy both parties
- The work process should be controlled by workers with relevant knowledge;
managers are facilitators
Elton Mayo– Early Behaviorism
- Led a Harvard research group to conduct worker productivity studies at Western Electric
Hawthorne plant
- Hawthorne effect: employees worked harder if they received added attention, and
thought that managers cared about their welfare and that supervisors paid special
attention to them
Human relations movement: proposed that better human relations could increase worker
productivity
- By Abraham Maslow and Douglas McGregor
Douglas McGregor– Theory X vs Theory Y
Theory X
