Class notes M&O

M&O
Management through History
 Traditional viewpoint (1890-…)
o Bureaucratic, scientific, administrative
 Close control, clear hierarchy,
procedures & rules
 Focus on production and profit
 Behavioral viewpoint (1930-…)
o Employee focus, behavior, motivation,
o Performance, Hawthorne studies,
Maslow’s Hierarchy of Needs
 Systems viewpoint (1940-…)
o Open Systems, Interrelated systems, Input-process-output
 Contingency viewpoint (1960-…)
o Organizations are different, goals, employees, situations –
ways of management based on situation
o Fielders contingency theory, Situational Leadership
 Quality viewpoint (1975-…)
o All about Quality to customer, Quality Control, Quality
Assurance, Reduce defects and build Customer Loyalty
o TQM (total quality management), 6 Sigma, Quality Circles

Why did management change?
 Change in Economy, Society, Politics, Innovations,
 Globalization, New economies, New markets, etc…

Management is Dynamic

Managerial Roles:




4


functions
of



management: POLC

, Planning --> the process of setting objectives and
determining in advance how the objectives
will be met

Organising the process of delegating and coordination
--> tasks and allocating resources to achieve
objectives

Leading --> the process of influencing employees to
work toward achieving objectives

Controlling -- the process of monitoring progress and
> taking corrective action when needed to
ensure that objectives are achieved

Management competencies:
1) Communication
2) Administrative competencies
3) Multi cultural competencies
4) Self management competencies
5) Technical skills competencies
6) Soft skills competencies

Management tools
 Organization chart
o Diagram which illustrates the reporting lines between units and people within an
organization (is set up depend upon organization – vertical or horizontal)
 Delegation checklist
o Effective delegation SHOULD include:
 Clear goals and standards
 Test understanding
 Create involvement (motivation)
 Expect completion
 Provide training if required
 Create opportunities for clarification and feedback
 Balanced scorecard
o Overview of chosen KPI’s which look at companies
performance
o Area’s:
 Financial – revenue, profitability
 Customer/guest – satisfaction, loyalty
 Internal process – process efficiency, new product
 People/innovation/growth assets – training, staff satisfaction
 Dashboard
o Graphic representation, of current situation
 SWOT
o Understanding your present situation
(S&W) and future potential
development (O&T)

 PESTEL