Chapter 1 Management in turbulent times (old book chapter 1)
The Definition of Management
Management is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading and controlling organizational resources.
Organizational effectiveness is the degree to which the organization achieves a stated goal, or
succeeds in accomplishing what it tries to do. (providing a product of service that costumers
value)
Organizational Efficiency refers to the amount of resources used to achieve an organizational
goal. It can be calculated as the amount of resources used to produce a product or service.
The four management functions
Planning means identifying goals for future organizational performance and deciding on the tasks
and use of resources to attain them.
In other words, where the organization wants to be in the future and how to get there.
Organizing make plans to accomplish a goal. Organizing involves assigning tasks, grouping tasks
into departments, delegating authority and allocating resources across the company.
Leading is the use of influence to motivate employees to achieve organizational goals. It means
creating shared culture and values, communicating goals to people and infusing employees with
the desire to perform at a high level.
Controlling means monitoring employees’ activities, determining whether the organization is
moving towards its goals and making corrections if necessary.
Management skills
Conceptual skill is the ability to see the organization as a whole system and the relationships as
its parts.
Human skill is the ability to work with and through people and to work effectively as a group
member. The ability to motivate, facilitate, coordinate, lead, communicate and resolve conflicts.
Human skills are essential on a daily basis.
,Technical skill includes mastery of the methods, techniques and equipment involved in specific
functions. It also includes specialized knowledge, analytical ability and the competent use of tools
and techniques to solve problems in a specific discipline.
,Chapter 2 The evolution of management thinking (old book chapter 2)
Management and Organization
Social forces refer to those aspects of a culture that guide and influence relationships among
people. What do people value? What do people need? Social contract refers to the unwritten,
common rules and perceptions about relationships among people and between employees and
management. (normen en waarden)
Political forces refer to the influence of political and legal institutions on people and organizations.
Political forces also include basic assumptions underlying the political system, such as the
desirability of self-government, property rights, contract rights, the definition of justice and the
determination of innocence or guilty of a crime.
Economic forces pertain to the availability, production, and distribution of resources in a society.
Classical perspective
Management perspectives over time
Classical perspective emerged during the 19/20 centuries. The factory system that began to
appear in the 1800s posed a challenge that earlier organizations had not encountered, it took a
rational, scientific approach to management and sought to turn organizations into efficient
operating machines.
This perspective contains three subfields
Scientific management
Bureaucratic organizations
Administrative principles
Scientific Management emphasizes scientifically determined jobs and management practises as
the way to improve efficiency and labour productivity. People could produce way more, ‘they
could be retooled like machines’
Ford cars factory - Ford replaced workers with machines for heavy lifting and moving autos from
one worker to the next. This reduced working hours and improved efficiency and productivity
The Bureaucratic Organizations was a systematic approach developed in Europe that looked at
the organization as a whole, which emphasizes management on an impersonal, rational basis
through elements such as clearly defined authority and responsibility.
Max Weber(1864-1920) introduced most of the concepts on the bureaucratic organizations
,id
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m
cfe
n
o
s
v
ff
E yb
lt
a
r
h
u
The Ideal
Bureaucracy
of Max
Weber
The Administrative principles approach focuses on the total organization rather than on the
individual worker and delineates the management functions of planning, organizing,
commanding, coordinating, and controlling.
Humanistic perspective
The Humanistic Perspective on management emphasized the importance of understanding
human behaviors, needs, and attitudes in the workplace, as well as social interaction and group
processes.
The Humanistic Perspective contains three subfields
The human relation movement
The human resources perspective
The behavioral sciences approach
Human relations movement was based on the idea that truly effective control comes from within
the individual worker rather than from strict, authoritarian control. (treat employees positively to
increase productivity)
The Hawthorne studies: were important in shaping ideas concerning how managers should treat
workers
Recent historical Trends
System Thinking is the ability to see both the distinct elements of a system or situation and the
complex and changing interaction among those elements. A system is a set of interrelated parts
that function as a whole to achieve a common purpose. Subsystems are parts of a system, such
as an organization, that depend on one another. Synergy means that the whole is greater than
the sum of its parts.
It enables managers to look for patterns of movement over time and focus on the qualities of
rhythm, flow, direction, shape and networks of relationships that accomplish the performance of
the whole.
When managers can see the structures that underlie complex situations, they can facilitate
improvement.
The contingency view tells managers that what works in one organizational situation might not
work in others. Managers can identify important contingencies that help guide their decisions
, regarding the organization. (a manager’s response is based on identifying key contingency in a
situation)
In other words, managers face the task of determining what methods will work in every new
situation.
Total quality management (TQM) focuses on managing the total organization to deliver quality to
customers. Four significant elements of TQM are employee involvement, focus on the customer,
benchmarking, and continuous improvement.
The Definition of Management
Management is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading and controlling organizational resources.
Organizational effectiveness is the degree to which the organization achieves a stated goal, or
succeeds in accomplishing what it tries to do. (providing a product of service that costumers
value)
Organizational Efficiency refers to the amount of resources used to achieve an organizational
goal. It can be calculated as the amount of resources used to produce a product or service.
The four management functions
Planning means identifying goals for future organizational performance and deciding on the tasks
and use of resources to attain them.
In other words, where the organization wants to be in the future and how to get there.
Organizing make plans to accomplish a goal. Organizing involves assigning tasks, grouping tasks
into departments, delegating authority and allocating resources across the company.
Leading is the use of influence to motivate employees to achieve organizational goals. It means
creating shared culture and values, communicating goals to people and infusing employees with
the desire to perform at a high level.
Controlling means monitoring employees’ activities, determining whether the organization is
moving towards its goals and making corrections if necessary.
Management skills
Conceptual skill is the ability to see the organization as a whole system and the relationships as
its parts.
Human skill is the ability to work with and through people and to work effectively as a group
member. The ability to motivate, facilitate, coordinate, lead, communicate and resolve conflicts.
Human skills are essential on a daily basis.
,Technical skill includes mastery of the methods, techniques and equipment involved in specific
functions. It also includes specialized knowledge, analytical ability and the competent use of tools
and techniques to solve problems in a specific discipline.
,Chapter 2 The evolution of management thinking (old book chapter 2)
Management and Organization
Social forces refer to those aspects of a culture that guide and influence relationships among
people. What do people value? What do people need? Social contract refers to the unwritten,
common rules and perceptions about relationships among people and between employees and
management. (normen en waarden)
Political forces refer to the influence of political and legal institutions on people and organizations.
Political forces also include basic assumptions underlying the political system, such as the
desirability of self-government, property rights, contract rights, the definition of justice and the
determination of innocence or guilty of a crime.
Economic forces pertain to the availability, production, and distribution of resources in a society.
Classical perspective
Management perspectives over time
Classical perspective emerged during the 19/20 centuries. The factory system that began to
appear in the 1800s posed a challenge that earlier organizations had not encountered, it took a
rational, scientific approach to management and sought to turn organizations into efficient
operating machines.
This perspective contains three subfields
Scientific management
Bureaucratic organizations
Administrative principles
Scientific Management emphasizes scientifically determined jobs and management practises as
the way to improve efficiency and labour productivity. People could produce way more, ‘they
could be retooled like machines’
Ford cars factory - Ford replaced workers with machines for heavy lifting and moving autos from
one worker to the next. This reduced working hours and improved efficiency and productivity
The Bureaucratic Organizations was a systematic approach developed in Europe that looked at
the organization as a whole, which emphasizes management on an impersonal, rational basis
through elements such as clearly defined authority and responsibility.
Max Weber(1864-1920) introduced most of the concepts on the bureaucratic organizations
,id
p
m
cfe
n
o
s
v
ff
E yb
lt
a
r
h
u
The Ideal
Bureaucracy
of Max
Weber
The Administrative principles approach focuses on the total organization rather than on the
individual worker and delineates the management functions of planning, organizing,
commanding, coordinating, and controlling.
Humanistic perspective
The Humanistic Perspective on management emphasized the importance of understanding
human behaviors, needs, and attitudes in the workplace, as well as social interaction and group
processes.
The Humanistic Perspective contains three subfields
The human relation movement
The human resources perspective
The behavioral sciences approach
Human relations movement was based on the idea that truly effective control comes from within
the individual worker rather than from strict, authoritarian control. (treat employees positively to
increase productivity)
The Hawthorne studies: were important in shaping ideas concerning how managers should treat
workers
Recent historical Trends
System Thinking is the ability to see both the distinct elements of a system or situation and the
complex and changing interaction among those elements. A system is a set of interrelated parts
that function as a whole to achieve a common purpose. Subsystems are parts of a system, such
as an organization, that depend on one another. Synergy means that the whole is greater than
the sum of its parts.
It enables managers to look for patterns of movement over time and focus on the qualities of
rhythm, flow, direction, shape and networks of relationships that accomplish the performance of
the whole.
When managers can see the structures that underlie complex situations, they can facilitate
improvement.
The contingency view tells managers that what works in one organizational situation might not
work in others. Managers can identify important contingencies that help guide their decisions
, regarding the organization. (a manager’s response is based on identifying key contingency in a
situation)
In other words, managers face the task of determining what methods will work in every new
situation.
Total quality management (TQM) focuses on managing the total organization to deliver quality to
customers. Four significant elements of TQM are employee involvement, focus on the customer,
benchmarking, and continuous improvement.
