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
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
