CHAPTER 1
The attainment of organisational goals in an effective and efficient manner
Effectiveness
Planning - What
Degree (of success) to which an Organization achieves a organising - How
stated goal leading - Motivate
controlling - Check/Adjust
Efficiency
Use of minimal resources (e.g., raw material, money, people)
to produce the desire volume of output
Higher effectiveness at the cost of
efficiency
3 Skills
Different functions and hierarchical levels require different Higher efficiency at the cost of
effectiveness
managing skills
Conceptual skills
> cognitive ability to see organisation as a whole and
relationships among its parts
> see and understand big picture, helicopter view
Human skills
> work with and through other people - effectively
as group member
> facilitate, motivate, communicate, solve
conflicts…
Technical skills
> proficiency in specific task
> master/ expertise of a field (specialised knowledge)
, CHAPTER 2
Historical perspective Names
> change over time Taylor - scientific management
> ideas from past still relevant Weber - bureaucratic
organisations
Social force Folles + Barnard - human
perspective
Values, needs, and standards of behaviour McGregor - theory X/Y
Political force
Influence of political and legal institutions on people and organisations
Economic force
That affect the availability, production, and distribution of societies resources among competing
users
Classical perspective > approach to make management more scientific ( industrial rev.)
> make orgamisations most efficient - increase productivity
Scientific management Bureaucratic oraganisation
> Standard methods for > rational authority (people are chosen for their
performing each job competence)
> monitoring the time to be more > hierarchy of authority (positions)
efficient - providing wages > division of labour (clear definitions of authority/
incentives responsibility)
> everything can be improved > (defined) rules/procedures for everyone
> management separate from ownership
Human perspective Importance of people, understanding human behaviour
• employees satisfaction
Human relations movement • human relations ( feeling important)
• control from individual (not authority)
•Jobs should be designed to meet employees needs - motivation
Human Resources perspectives Better worker = better work
Dairy-farm view “Content cows give more milk, so satisfied workers will give more work”
Theory X Theory Y
> based on classical perspective > more realistic view of workers
> dislike work - will avoid it > do like work
> must be forced to work > self-direction and self-control
> prefer direction, avoid > seek responsibility
responsibility, little ambition > creativity wildly distributed,
intellectual potentially only partially
used
, uses scientific methods and draws from sociology, psychology, anthropology,
Behavourial science approach economics and many other disciplines to develop theories about human
behaviour and interaction in an organizational setting.
The Hawthorne studies were important in shaping ideas concerning how managers
should treat workers
System thinking
> organisation interacts with its environment
> understanding all details of system - interactions and impacts
> management as a set of interrelated parts to achieve common
purpose - big picture
Total Quality Management (TQM)
> employee involvement
> focus on customer
> benchmarking ( what do other companies better?)
> continuous improvement
The attainment of organisational goals in an effective and efficient manner
Effectiveness
Planning - What
Degree (of success) to which an Organization achieves a organising - How
stated goal leading - Motivate
controlling - Check/Adjust
Efficiency
Use of minimal resources (e.g., raw material, money, people)
to produce the desire volume of output
Higher effectiveness at the cost of
efficiency
3 Skills
Different functions and hierarchical levels require different Higher efficiency at the cost of
effectiveness
managing skills
Conceptual skills
> cognitive ability to see organisation as a whole and
relationships among its parts
> see and understand big picture, helicopter view
Human skills
> work with and through other people - effectively
as group member
> facilitate, motivate, communicate, solve
conflicts…
Technical skills
> proficiency in specific task
> master/ expertise of a field (specialised knowledge)
, CHAPTER 2
Historical perspective Names
> change over time Taylor - scientific management
> ideas from past still relevant Weber - bureaucratic
organisations
Social force Folles + Barnard - human
perspective
Values, needs, and standards of behaviour McGregor - theory X/Y
Political force
Influence of political and legal institutions on people and organisations
Economic force
That affect the availability, production, and distribution of societies resources among competing
users
Classical perspective > approach to make management more scientific ( industrial rev.)
> make orgamisations most efficient - increase productivity
Scientific management Bureaucratic oraganisation
> Standard methods for > rational authority (people are chosen for their
performing each job competence)
> monitoring the time to be more > hierarchy of authority (positions)
efficient - providing wages > division of labour (clear definitions of authority/
incentives responsibility)
> everything can be improved > (defined) rules/procedures for everyone
> management separate from ownership
Human perspective Importance of people, understanding human behaviour
• employees satisfaction
Human relations movement • human relations ( feeling important)
• control from individual (not authority)
•Jobs should be designed to meet employees needs - motivation
Human Resources perspectives Better worker = better work
Dairy-farm view “Content cows give more milk, so satisfied workers will give more work”
Theory X Theory Y
> based on classical perspective > more realistic view of workers
> dislike work - will avoid it > do like work
> must be forced to work > self-direction and self-control
> prefer direction, avoid > seek responsibility
responsibility, little ambition > creativity wildly distributed,
intellectual potentially only partially
used
, uses scientific methods and draws from sociology, psychology, anthropology,
Behavourial science approach economics and many other disciplines to develop theories about human
behaviour and interaction in an organizational setting.
The Hawthorne studies were important in shaping ideas concerning how managers
should treat workers
System thinking
> organisation interacts with its environment
> understanding all details of system - interactions and impacts
> management as a set of interrelated parts to achieve common
purpose - big picture
Total Quality Management (TQM)
> employee involvement
> focus on customer
> benchmarking ( what do other companies better?)
> continuous improvement
