Wiki Page, Principles of Management (22S1): Erika

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2022-05-31T10:28:28+08:00

| Concept | Application

Chapter 1

Innovative Management for a changing world

Management is the achievement of organisational goals in an effective and efficient manner through planning, organising, leading and controlloing organisational resources

The 4 managements functions:

-Planning: defining goals for future organisational performance and deciding on the tasks and resource use needed to achieve them

-Organizing: assigning tasks, grouping tasks into departments and allocating resurces to departments

-Leading: uses influeces to motivate employees to achieve the organisations goals

-Controlling: monitoring employees activites, keeping the organisation on track towards its goals and making correction as needed.

Organisation: a social entity that is goal-directed and deliberately structured.

Effectiveness: the degree to which the organisation achieves a stated goal

Efficiency: the use of minimal resources to produce desired outcome

Conceptual Skills: ability to see the organisation as a whole and the relationship among its parts

Human Skills: ability to work with other people and to work effectively as a group member

Technical Skill: the understanding of an proficiency in the perfomance of specific tasks

Note: THE TWO MAJOR REASONS WHY MANAGERS FAIL ARE POOR COMMUNICATION AND POOR INTERPERSONAL SKILLS

Project Manager: is a manager responsible for a temporary work project that involves participation of other people in the organisation

Functional Manager: responsible for a departments that perfoms a single functional task and has employees with similar training and skills

General Manager: responsible for several departments that perfom different functions

Roles: a set of expectations for ones behavior

informational roles: monitor, disseminator, spokesperson

interpersonal roles: figurehead, leader, liaison

Decisional roles: entrepeneur, disturbance handler, resource allocator, negotiator.

FIVE LEADERSHIP SKILLS

1. Stay Calm

2. Be visible

3. Put people before business

4. Tell the truth

5. know when to get back to business

Social forces: aspects of a culture that guide and influence relatiionships among people (values, needs, behaviour)

Political Forces: influence of political and legal institutions on people and organisations

Economic Forces: forces that affect the availability, production and distribution of a society's resources among competing users.

Classical Perspective: managegement perspective that emerged during the 19th century, which emphasised a rational, scientific approach to the study of management and sought to make organisations efficient operating machines.

Scientific management: to improve efficiency and labour productivity

Bureaucratic organisations: emphasised management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record of management and ownership

administrative principles: focuses on the total organisation rather than individual worker. Planning, organising, commanding, coordinating and controlling

humanistic perspective: understanding human behavior, needs and attitudes i the workplace

human relations movement: emphasided satisfaction of employees basic needs as the key to increased worker productivity

human resources perspective: a management perspective that suggest jobs should be designed to meet higher level needs by allowing workers to use their full potential.

engagement: emtional and mental state in which employees enjoy their work, contribute to meeting goals, and feel a sense of belonging and commitment to the organisation

Chapter 2

The environment of management

External organisational environment: elements existing outside the boundary of the organisation that have the poptential to affect the organisation. Eg: competitors, resources, technology and economic conditions

General environment: affects organisation indirctly. Social, economic, politicial, internatinal, natural and technological

Organisational ecosystem: system formed by the interaction among a community of organisations in the environemtn.

Internal environments: elements within the organisation boundaries.

international dimension: the portion of the external environment that represents events originatin in foreign countries

technological dimension: includes scientific and technological advancements in a specific industry.

sociocultural dimension: the dimension of the general enviroment representing the demographic characteristics, norms, customs and values of the popultion within which the organisation operates.

economic dimension: repreentes the general economic healt of the country where the organisation operates.

legal-political dimension: includes goverment regultation at the lca, state and federal levels, as well as political actitivies designed to influence organisation behavior.

Pressure group: influece organisations to behave in socially responsible ways.

customers: people and organisations who acquiere goods or services from the organisation

competitors: organisations in the same industry r type of business that provide goods or services to the same set of customers

suppliers: provide the raw material tatthe organisation used to produce its output

labour market: people available for hire by the organisaion

boundary-spanning roles: roles assumed by people and/or departments that link and coordinate the organisation with key elements in the external environment

cullture: shared knowledge, beliefs, values,behaviours and ways of thinking among members of a society

adaptability culture: emerges in an environment that requires fast respone and high*risk decision making

achievement culture: values competitiveness, personal initiative and achievement

involvement culture: a culture that places high value on meeting the needs of employees and values cooperation and equality

consisteny culture: values and rewards a methodical, rational, rderly way of doing things.

high performance culture: emphasise both values and business results

cultural leader: defines and articulates important values that are tied to a clear and compelling mission

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