UNIT 1 - Lecture notes 1,2,3,4 PDF

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First couple of units
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2018-09-05

 UNIT 1 

2018-09-05 

Book Required: E text, by Robbins, coulter, leach and kolfoil. Management 12th Canadian edition Pearson 2019. The purchase of this book

is required.  http://www.mypearsonstore.ca/bookstore/mylab-management-withpearson-etext-standalone-access-9780134830506  Citation: any kind

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2018-09-05  

Importance of Managers

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Take responsibility of issues, solve uncertain and complex situation.

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They are critical to get things done

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Managers:

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Coordinate work activities

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Managerial levels:

Works with people to coordinate work in order to accomplish certain goals within the business. 

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Top Managers- Construct goals for the employees and managers in order to ensure the business is running smoothly.  Middle managers- over see first line managers and conduct reports to

top manager  First line Managers - supervisors  Non managerial employees- make the products   

Coordinate work in order to ensure efficiently and effectively

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Organization:

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A deliberate arrangement of people who act together to accomplish some specific purpose.   Common Characteristics of an Organization   Distinct Purpose  Composed of people     

Deliberate structure Size of Organization The function, Roles and skills of mangers.

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Efficiency resource usage = low waste + Effectiveness (ends) goal achievement   

Management Functions:

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Deal with complicated ethical and social responsibility issues as they plan organize, lead and control.   

Henri Fayol: proposed 5 functions

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Most management books now use 4 models:

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Planning Organizing Lead

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Control

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Management skills Approach Robert Katza

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Tech Skills

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Knowledge and proficiency

Approaches to Management 

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Early Management: Egypt ( pyramids) and China (great Wall)

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Someone had to plan what was to be done, organize people and materials to do it.   

Division of Labour: breakdown job into narrow and repetitive tasks.

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Industrial Revolution: during a period the late eighteenth century when machine power was substituted for human power, making it more economical to manufacture goods in factories than home.  

Classical Approach: First studies of management, which emphasized rationality and making organizations and workers as efficient as possible.  

Scientific Management: An approach that involves using the scientific method to find the “one best way” for a job to be done.   

Develop a science for each element of an individual’s work to replace the old rule-of-thumb method. 

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Scientifically select and then train, teach, and develop the worker.

Heartily cooperate with the workers to ensure that all work is done in accordance with the principles of the science that has been developed. 

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Divide work and responsibility almost equally between management and workers. Management does all work for which it is better suited than the

workers.   Therbligs: A classification scheme for labeling basic hand motions.   The 4 functions: Planning, coordinating, commanding,   General administrative theory   An approach to management that focuses on describing what managers do and what constitutes good management practice.   Principles of Management:   Fundamental rules of management that could be applied in all organizational situations and taught in schools.   Subordination of Individual Interest to General Interest: In any group, the interest of the group should supersede that of the individual. When the interests differ, it is the function of the management to reconcile them.   Division of Work: This is the principle of specialization, which is very well expressed by economists as being a necessary factor for efficiency in the utilization of labor.   Authority and Responsibility: In this principle, Fayol conceives authority as a combination of official authority deriving from a manager’s official position and personal authority, which is compounded of intelligence, experience, moral worth, past services etc.  

Discipline: Holding the notion that discipline is ‘respect for agreements which are directed as achieving obedience, application, energy and the outward marks of respect’, Fayol declares that discipline requires good superiors at all levels, clear and fair agreements and judicious application of penalties.

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Unit of Command: This is the principle, which states that on employee should receive orders from one superior only.   Unity of Direction: According to Fayol, the unity of direction principle implies that each group of activities having the some objectives must have one head and one plan. As distinguished from the principle of unity of command, Fayol perceives unity of direction as related to the functioning of personnel.  

Remuneration of Personnel: Fayol perceives that remuneration and methods of payment should be fair and also should be able to afford the maximum satisfaction to employee and employer.   Centralization: Although Fayol does not use the term, Centralization of Authority, his principle definitely refers to the extent to which authority is concentrated or dispersed in on enterprise. Individual circumstances

determine the degree of centralization that gives the best over all yields.   Scalar Chain: Fayol thinks of the scalar chain as a line of authority, a chain of superiors from the highest to the lowest ranks. And, because it is an error of a subordinate to depart needlessly from the lines of authority, the chain should be short-circuited.  

Order: Breaking this principle into material order and social order, Fayol thinks of it as a simple edge for everything. This organization is the principle, which refers to arrangement of things and persons in an organization.  

Equity: Fayol perceives this principle as one of eliciting loyalty and devotion from personnel with a combination of kindliness and justice in managers while dealing with subordinates.   Stability of Tenure of Personnel: Finding that instability is both the cause and effect of bad management, Fayol points out the dangers and costs of unnecessary turnover.

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Initiative: Initiative is conceived as the process of thinking out and executing a plan. Since it is one of the keenest satisfactions for an intelligent man to experience, Fayol exhorts managers to sacrifice personal vanity in

order to permit subordinates to exercise it.   Esprit de corps: This principle implies that union is strength and an extension of the principle of unity of command. Fayol here emphasizes on the need for teamwork and the importance of communication in obtaining it.   Bureaucracy: A form of organization characterized by division of labour, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. 

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Organizational Behaviour (OB): The study of the actions of people at

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Hawthorne Studies: A series of studies during the 1920s and 1930s that provided new insights into individual and group behavior.     

Global Perspective   

Parochialism

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Ethnocentric Attitude:

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Viewing the world solely through your own perspective, leading to an inability to recognize differences among people. 

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The Belief that the best work approaches and the practices are those of home country.   

polycentric Attitude:

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View that managers in the host country know the best approaches and practices for running their businesses.    

Geocentric Attitude:

A world-oriented view that focuses on using the best approaches and people from around the globe. 

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Regional Trading Alliances

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Several years ago, global competition was best descried in terms of country against country....this is not longer the case!   

Association of Southeast Asian Nations (ASEAN)

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Trading alliance of 10 Southeast Asian Countries

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Four Important Global Trade Mechanisms–

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The World Trade Organization–International Monetary Fund–World Bank Group–Organization for Economic Cooperation and Development 

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International Monetary Fund–

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Organization of 188 countries that promotes international monetary cooperation and provides member countries with policy advice, temporary loans, and technical assistance to establish and maintain financial stability

and to strengthen economies.   World Bank Group–   A group of five closely associated institutions, all owned by its member countries, that provides vital financial and technical assistance to developing countries around the world.   

Organization for Economic Co-operation and Development –

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A Paris-based international economic organization whose mission is to help its 34 member countries achieve sustainable economic growth and employment –Raise the standard of living in member countries while maintaining financial stability in order to contribute to the development of the world economy....