what is management?
1. the act of getting people together to
accomplish desired goals
and objectives
2.
organization and coordination
of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives
3. the power and resp
7 functions of managers
1. planning
2. organizing
3. staffing
4. directing
5. coordinating
6. reporting
7. budgeting
what is the most important function of managers?
planning
define planning (functions of managers)
1.
sequence of steps to develop a broad outline of activities required to accomplish the objectives of the organization in the most effective way
2. most essential part of management
3. includes: writing a vision, philosophy, mission, strategic plans, pol
4 basic steps to develop organizations structure
1. determine and define objectives
-looking at the syllabus
2. analyzes and classify work to be done
-someone to do dishes, cook etc
3. describe in detail work to be done
-describe the job
4. determine and specify the relationship between and among worker
define staffing (functions of managers)
1. function of employing and training
2. maintaining favorable work conditions
3. obtain the best available people for the organization
define directing (functions of managers)
1. continuous process of among decisions
2. conveying those decisions to employees
3. ensure appropriates action
4. delegate of responsibility
define coordinating (functions of managers)
1. interrelating various parts of work so they flow smoothly
2. inter-departmental communication
3. works with other departments very important for patients
define reporting (functions of managers)
1. keeping supervisors, managers and subordinates informed
-responsibility of employees through records, reports, inspection, etc
-evaluations of work done and performance
define budgeting (functions of managers)
1. fiscal planning,accounting and controlling
-measuring output, quality of finished product, food and labor costs, efficiency of works time
3 challenges of managers
1. increase work productivity
2. decrease productions costs
3. maintain employee morale
most important
--secret santa, biggest loser
why learn about historical theories of management?
historical management theories help us to understand why managers do what they do or how manager might function
-modern management theories are both a reflection of and a reaction to past management theories
the 4 predominant theories of management
1. classical or traditional
2. human relations
3. management science or operations research
4. the modern or systems approach
the creators of classical theory
Fred Taylor
, Max Weber, The Gilbreths, and
Henry Fayol
define the classical theory
1. Emphasis on structure, work, organization, authority and high productivity...not on people.
2.
Belief that there is one best way to do something
3. Classical theorists believed all people were economically motivated and an organization should be design
who is "the father of scientific management"?
frederick taylor
characteristics of frederick taylor
1. the father of scientific management
2. he said that
coordination is management's
main responsibility
3. he gaves 2 main goals of management
---1. to increase productivity
---2. to make the job easier
4.
no increase in employee morale
characteristics of henry fayol
he identified the activities of the business. defined management and general principles related to people and organizational structure
4 main principles of henry fayol
1.
division of work
-essential for efficiency
2.
unity of command
- each person should be accountable to only one superior
3.
scalar chain
- authority and responsibility flow in a direct vertical line from highest to lowest
4.
order
-people and materials
pros of classical theory
1. taylor's ideas were good for productivity
2.
used in military
3. managers that approach things this way are clear on what is expected of the employees
4. employees may not want to be involved in decision making, so this style found be good
cons of classical theory
1. too mechanistic-boring, too strict
2. modern theorists say they did not recognize differences in organizations and people
human relations movement years?
1920s to 1950s
define the human relations theory
a theory of management tha views the organization as a social system and recognizes the existence of the informal organization
-informal
-30 yr cook has a power to decision make
-
introduced the idea of focusing on people and the behavioral sciences as an
main theorists of human relation theory
1. maslow
2. herzberg
3. others
hawthrorne experiments: ethon mayo, 193040s, what were the experiments conducted (treatment and control group) (human relations theory)
1. managers consulted workers about work-place, they talked and also made lighting level improvements
2. both groups improved productivity
3. similar experiments found productivity always improved, no matter what was changed
what is the conclusion about hawthorne experiments: elton mayo, 1930s and 1940s (human relations theory)
people are not the rational and economic-focused beings assumed by classical theorists. social interaction is important, and people work well if they feel valued and they feel valued when asked their opinion
-
suggest managers should praise employees part
define abraham maslow
always associated with motivation due to his "hierarchy of needs": 1950s and 60s
the 5 components ( hierarchy of needs) described by Abraham maslow
1.
biological
: hunger, warmth, rest
-having to skip lunch, air conditioner breaks
2.
safety
: protection from danger
-burning water coming out of dishwasher
3.
socialization
: love, affection, affiliation
-being cared about
4.
self-esteem
: autonomy, dig
hierarchy of needs
creator of theory X and theory Y
Douglas McGregor
define theory X and theory Y
they describe 2 very different attitudes toward workforce motivation.
McGregor felt that companies followed either one or the other approach
he also thought that the key to connecting self-actualization with work is determined by the managerial trust of s
define theory X
management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work, AS A RESULT management believes that workers need to be closely supervised and comprehensive systems of controls developed
--couter eff
in theroy X how should managers act?
managers rely heavily on threat and coercion to gain their employee's compliance
--tends to believe that everything must end in blaming someone
-prey on the weak
thinks employees sole purpose of interest in the job is MONEY
-They will blame the person fir
how do employees act in theory X?
employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can
define theory Y
management assumes employees MAY be ambitious and self-motivated and exercise self-control. it is believed that employees enjoy their mental and physical work duties
-People want to do a good job, people want to be recognized
-ability for creative
problem
n theroy Y how should managers act?
believe that employees will learn to seek out and accept responsibility and to exercise self0control and self-direction in accomplishing objectives to which they are committed
intentive program "gold star"; go dance in front lobby, anything that promotes
pros of human relation theory
1. tried to move away from so much structure
2. helped managers to become more sensitive to people
3. helped managers to see that employees could be self-motivated
4. put the responsibility for productivity on the idea that employees should have a say in
cons of human relation theory
1. workers were not always more productive
define management science theory
1. combines some of the ideas from classical and human relations theory
2. emphasizes research on operation and the use of quantitative techniques to help managers make decisions
define management information system
1. methods in using technology to help organizations better manage people and make decisions
2. used to gather and analyze information about various aspects of the organization
-such as personal, sales, inventory, production or other applicable factors
3.
define program evaluation and review technique (PERT)
1. used when developing the project schedule for very large, complex, and one time projects where usually no historical records are available to be reviewed
2. where time is a more important factor than the cost
3. have to plan your work based on the mile
benefits of PERT (program evaluation of review technique)
1. very little or no historical schedule data are available
2. it makes planning easier
3. it shows the critical path
4. it reduces the uncertainty from the project
5. it gives a more accurate project completion date
6. it helps management to optimize the
limitations of PERT (program evaluation and review technique)
1. requires subjective time analysis of activities
2. assumes tha tall resources will be available to the project
3. updating, amending, and maintaining the PERT diagram can be time and cost consuming
define modern management theories
1.evolved due to the complex nature of today's organization
2. integration of classical, human relations, and management science
3 systems under modern management theories
1. systems theory
2. contingency theory
3. chaos theory
define systems theory (modern management theories)
a system can be looked at as having inputs, processes, outputs and outcomes.
systems share feedback among each of these four aspects of the systems
-the biggest one under MMT-the effect of systems theory in management is that writers, educators, consultan
4 components of system theory
1. inputs would include resources like
raw materials, money, tech, and people
2. outputs would be
products or services to a market
3. outcomes would be e.g.
enhanced quality of life or productivity for customers/ clients, productivity
4. feedback would be
define contingency theory (modern management theories)
asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand
-Most right,
depends on the situation
-For example, the continuing effort to identi
define chaos theory (modern management theories)
recognizes that events are rarely controlled
-managers have to work with the process and be flexible to changing circumstances
-"everything can go wrong
define empowerment
authorizing employees to do their work without the need to seek approval from supervisors
1. gives a sense of responsibility and achievement to employee
2. reduces delays in flow of work
3. reduces work-load on manager
4. exception reporting
(what we want
define power
the capacity or potential to influence
- the ability to affect others' beliefs, attitudes, and courses of action
difference between power and empowerment
Power
- a resource that enables a leader to induce compliance or influence on others.
A manager can have different kinds of power including position power and personal power.
A manager shouldn't overemphasize power over workers.
However, power when unders
creators of bases of power
french and raven (1959)
5 components of bases of power
1. reward
2. coercive
3. legitimate
4. referent
5. expert
define referent power
based in followers' identification band liking for the leader
-No apontented power only power of liking them
examples of referent power
Spouse; parents; teachers; MLK, rosa parks�believe in what they said
define expert power
based on followers' perception of the leader's competence
examples of expert power
Teacher, doctors, mechanics
Usually someone with a position of power
define legitimate power
associated with having status or formal job authority
examples of legitimate power
manager, senister, doctor, spouse, parents
define reward power
derived from having the capacity to provide rewards to others
examples of reward power
Manager, parents, teachers, good friends, anyone really, spouse
define coercive power
derived from having the capacity to penalize or punch others
- a punishment
examples of coercive power
Friends, spouse, parents