MGMT100 Week 1 Notes PDF

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MGMT100 lecture notes...

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W1.LB

Management -

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources

Organization -

A social entity that is goal directed and deliberately structured

Management Types -

Vertical o Top, Middle, First Line

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Horizontal o Functional, General managers

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Top manager o Top of the hierarchy, looks after the entire organization

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Top Manager Middle Manager First Line Manager

Middle manager o Looks after an individual business unit or department

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First line manager o Looks after the production of a good or delivery of a service, in charge of smaller groups

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Functional managers o Look after specific departments and tasks

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General managers o Self-contained division and all functional departments within

4 Functions of Management -

Planning o Setting future goals and how to accomplish them. o The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources.

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Organizing o Implementation phase o Grouping, coordinating and assigning tasks and resources o The management function concerned with assigning tasks, grouping tasks into departments and allocating resources to departments.

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Leading o Influencing others to do their best work for an organization. o The management function that involves the use of influence to motivate employees to achieve the organization’s goals.

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Controlling o Measuring performance against desired results to be able to make adjustments. o The management function concerned with monitoring employees’ activities, keeping the organization on track towards its goals and making corrections as needed.

What Managers Actually Do -

Work long hours Work at an intense pace Work is fragmented and varied Work with many communication media (verbal is best – 80% of what we understand comes from body language) Work through interpersonal relationships

Managerial Skills -

Range of skills o Should provide context for activities o Understanding of the industry they work in

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Technical skills o Master of method o Ability to apply expertise o Work well with/through others

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Human skills o Emotional intelligence

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Conceptual skills o See the organization as a whole and the relationship between individual parts o Think analytically o See the big picture

Manager Roles -

Informational o Maintain and developing an information network

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Interpersonal Skills o Pertains to managing relationships in and out of the organization

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Decisional o Must make choices and take action

Effectiveness vs Efficiency -

Effective o Measure of goal accomplishment

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Efficient o Measure of resource cost associated with the goal

W1.LC Reading – Pg. 51 – 68

Societal Forces -

Social Forces o Influence relationships among people Political Forces o Influence of political and legal institutions Economic Forces o Availability, production, and distribution of resources in society Technological Forces o E-commerce, social media

History of Management Classical Perspective - 1900s Problem: Demand outstripped production. Issue: How to get greater efficiency from workers.

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Scientific Management – Frederick Taylor (1856 – 1915) – Addressed the question of how to increase productivity given a shortage of labour by focusing on the efficiency of production staff. o Study task and work out the best method o Select workers with the right abilities o Carefully train workers and give proper incentives o Support workers through careful planning

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Bureaucratic – Max Weber (1864 – 1920) - Emphasis for organizations to be rational rather than relying on arbitrary whims, coined the term bureaucracy to the idea of large organizations operating on a rational basis. o Clear division of labour o Well defined hierarchy o Formal rules and procedures o Impersonality o Career advancement on merit

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Administrative – Henry Fayol (1841 – 1925) - Focus on principles that can be used by managers to coordinate internal activities of the organization, defined the major managerial functions Top-Down approach. o Planning (foresight) o Organizing (organization) o Leading (commanding and coordinating) o Controlling (control)

Humanistic Perspective – 1920s Problem: People felt like resources, demotivated Issue: How to motivate and develop people so that they would perform better -

Scientific approach frustrated managers as people were found to be unpredictable and irrational. Humanistic viewpoint started to take into account the individuals and groups who worked in the organizations

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Hawthorne studies – 1920s/1930s o Conducted at Western Electric, resulted in the development of the Human Relations School of Thought o Tested how lighting affected the work output o Theory: The brighter it is the higher productivity will be o Results: The dimmer it became, the more productivity increased

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Hawthorne Effect: Individuals singled out may improve productivity due to increased attention. This allows for self-actualization and places an emphasis on more collaborative and cooperative relationships.

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Theory X/ Theory Y – Douglas McGregor o X managers have bad assumptions of their workers (lazy, need to be coerced, have little ambition) o Y managers have good expectations of their workers (like work, capable of selfcontrol, innovative) Most managers are somewhere in between. The closer to Y you are, the better the productivity will be.

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Most o o o o o o

studied areas of behaviour: Job satisfaction Motivation Interpersonal behaviour Group dynamics Communication Leadership

Management Science Perspective – 1950s Problem: Large volumes of data was not always meaningful Issue: How to get and manage the right information, quickly -

Movement back to the rational, scientific approach due to the need to solve complex problems in business. Application of mathematics, statistics and quantitative techniques to management decision making and problem-solving. o Influenced by Pearl Harbour. America decided they needed to keep tabs on every inch of the Pacific and what was happening. This resulted in high amounts of data but having to figure out how to use it. After WW2 many companies expanded, some by a few hundred staff. Managers found they were no longer able to keep a handle on everything going on. This prompted war veterans to come in and use what skills they had learned in data management through the war to help businesses adjust, prompting a change in management style.

Contemporary Perspective - 1980s Problem: Complexity and viability of the environment Issue: How to apply the best management practices in different situations -

Stems from recognizing the ever-changing social, political and economic forces and that no one model or universal theory fits all organizations. People and situations are complex and variable and can change over time. Variances must be taken into account

Systems Theory -

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Inputs o People o Materials o Capital o Information o Technology Transformations o Production o Marketing and sales o Purchasing/inventory o Accounting/IT Outputs o Goods/ services o Profits/losses o Employee satisfaction Feedback o Customers o Community o Government

Contingency Theory -

Classical theorists attempted to find the best way, but this was not simple. Consequently, the contingency theory was born. Some principles consistently apply but managerial actions depend on the situation....