Unit 1 , Mgt Overview and Theories (1)

7/31/2019 Unit 1 , Mgt Overview and Theories (1)

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MANAGEMENT

Wikipedia states that the termmanagement comes from the old French

term menagement which means "the

directing" and from the Latin term manuagere, which means "to lead by the

hand."


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Management

The manipulation of people,

the environment, money, time,

and other resources to reach organizational goals To forecast and plan, to organize and to command, to

coordinate, and to control (Fayol)

The creation of an internal environment in an enterprisein which individuals work together as a group


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ROLE OF MANAGERS(Mintsberg)1. Interpersonal

- as a symbol

because of his

position

- as a leader

- as a liaison


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ROLE OF MANAGERS(Mintsberg)

2. Informational

- monitors

information- dissemnates

information

- as spokeperson


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ROLE OF MANAGERS(Mintsberg)3. Decisional

- an entrepreneur,

innovator, problem

discoverer, designer

- a trouble-shooter

- as negotiator


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DEVELOPING MANAGERS (Katz)

NECESSARY FUNDAMENTAL SKILLS

1.Technical proficiency in performing an

actiivity

2. Human relationships dealing with people

and how to get along with them

3. Conceptual ability to see individual matters

as they relate to the total picture, develop

creative ways , responding to problems,

discarding irrelevant facts


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DEVELOPING MANAGERS (Summer)

KNOWLEDGE ideas, concepts, principles

ATTITUDE beliefs, feelings, and values

ABILITY FACTORS skill, art, judgment, wisdom


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14 principles of managementSource: Robbins, et al. (2000) Management. Prentice Hall, Australia

1. Division of work. individual is responsible

for a given tasks of the organizations work

loadSpecialisation increases outputby making

employees more efficient.

2. Authority. Managers must be able to giveorders. Authority gives them this right.

Note thatresponsibility arises wherever

authority is exercised.
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14 principles of management3. Discipline. Employees mustobey and

respectthe rules thatgovern the

organisation. Good discipline is the resultof effective leadership, a clear

understanding between management and

workers regarding the organisation's rules,and the judicious use ofpenalties for

infractions of the rules.
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14 principles of management4. Unity of command. Every employee should

receive orders from only one superior.

5. Unity of direction. Each group of

organisational activities that have the same

objective should be directed by onemanager using one plan.
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14 principles of management6.Subordination ofindividual

interests to thegeneralinterest.

7.Remuneration. Workers must be

paid a fair wage for their services.
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14 principles of management8. Centralisation. Centralisation refers

to the degree to which

subordinates are involved in

decision making.
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14 principles of management9. Scalar chain. The line of authority

from top management to the

lowest ranks represents the scalar

chain.


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14 principles of management10. Order. People and materials should be in

the right place at the right time.

11. Equity. Managers should be kind and fairto their subordinates.

12. Stability of tenure of personnel.

Management should provide orderlypersonnel planning and ensure that

replacements are available to fill vacancies.
http://everything2.com/title/materialshttp://everything2.com/title/kindhttp://everything2.com/title/fairhttp://everything2.com/title/personnelhttp://everything2.com/title/personnelhttp://everything2.com/title/fairhttp://everything2.com/title/kindhttp://everything2.com/title/materials


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14 principles of management13. Initiative. Employees who are allowed

to originate and carry out plans will

exert high levels of effort.

14.Esprit de corps. Promoting team spirit

will build harmony and unity within

the organisation.
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The Management Process

Planning

Organizing

* staffing

Directing

Controlling


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PlanningEncompasses determining

philosophy, goals,

objectives, policies,

procedures, and rules;carrying out long- and

short-range projections;

determining a fiscal

course of action; andmanaging planned change


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Organizing

Includes establishingthe structure to carry

out plans, determiningthe most appropriatetype of patient care

delivery, and groupingactivities to meet unitgoals.


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StaffingConsists of recruiting,

interviewing, hiring,

and orienting staff.

Scheduling, staffdevelopment,

employee

socialization, andteam building are also

often included as

staffing functions.


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ControllingIncludes performance

appraisals, fiscal

accountability, quality

control, legal and

ethical control, and

professional and

collegial control.


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Scientific Management ( 1900--1930)

Frederick W. Taylor, the "father of scientific

management," was a mechanical engineer in

the Midvale and Bethlehem Steel plants in

Pennsylvania in the late 1800s.

Taylor postulated that if workers could be

taught the "one best way to accomplish a

task," productivity would increase.


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The four overriding principles of scientific

management as identified by TaylorWorkers should be able to view how they "fit"

into the organization and how they contribute

to overall organizational productivity.The relationship between managers and

workers should be cooperative and

interdependent, and the work should beshared equally.


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HENRY GANTT- Concerned with problems of efficiency

- The Gantt Chart, a forerunner of the

PERT ( program evaluation and review

technique) chart, it depicts the

relationship of the work planned or

completed and the amount of time

needed or used


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HENRY GANTT

- Developed a task and bonus

remuneration plan to stimulate higherperformance

- Workers to be selected scientifically

- Be provided with detailed instructions


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CLASSIC ORGANIZATIONIn 1930, views organization as a whole

rather than focusing solely on

production

Managerial activities are classified as

planning, organizing and controlling


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HENRI FAYOL (1841-1925)Division of work

Specialization increases efficiency

Development of group harmony

through equal treatment and stability

of tenureA place for everything and everything

in its place


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MAX WEBER (1864-1920)- he conceptualized a structure of authority

that would facilitate the accomplishment of

organizational objectives- Three bases of authority

1. traditional authority

2. Charisma

3. Rational, legal authority


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JAMES MOONEY (1884-1957)- Four principles of organization

1. coordination and synchronization of

activities2. functional effects, performance of ones

job description

3. scalar process organizes

4. authority into a hiechrarchy


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Human Relations Management (1934-1974)

- focused on the effect individuals have on the

success or failure of an organization

Stresses social environment The main concern are individuals, group process,

interpersonal relations, leadership and

communication

They encourage workers to develop their potential

and help them meet their needs for recognition,

accomplishment and sense of belonging


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CHESTER BARNARD (1886-

1961)- Studied the functions of the executive

- Managers responsibilities are

1. defining objectives

2. acquiring resources

3. coordinating activities


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Mary Parker Follett (1868-1933)

- Stressed the importance of

coordinating the psychological and

sociological aspects of management

- Advocated that managers study thetotal situation to achieve unity because

she believed that control would be

obtained through cooperation amongall of the elements, people, and

materials


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ELTON MAYO ( 1880- 1949)

Studies done at the Hawthorne Works ofthe Western Electric Company near

Chicago between 1927 and 1932. Mayo

discovered that when management paidspecial attention to workers, productivity

was likely to increase, regardless of the

environmental working conditions.


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KURT LEWIN ( 1890-1947)

- Studied group dynamics

- Groups have personalities of their own:

composites of the members

personalities

- He showed that groups forces can

overcome individual interests- He advocated democratic supervision


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JACOB MORENO ( 1892-1974)- Developed sociometry to analyze group

behavior

- He developed the sociogram to chartpairings and rankings of preferences for

others

- To calculate which workers are capable ofharmonious interpersonal relationships


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BEHAVIORAL SCIENCE- 1950

- Emphasizes the use of scientific

procedures to study the psychological,

sociological, and anthropological

aspects of human behavior in

organizations


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BEHAVIORAL SCIENCE

Stressed the importance of the following:

- maintaining a positive attitude toward

people

- training managers

- fitting supervisory action to the situation

- meeting employees needs

- promoting employees sense of

achievement

-obtaining commitment through


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Douglas McGregor (1960)

Theory X managers believe that theiremployees are basically lazy, need constantsupervision and direction, and are indif-

ferent to organizational needs.

Theory Y managers believe that their

workers enjoy their work, are self-motivated, and are willing to work hard tomeet personal and organizational goals.


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Frederick Herzberg (1991) is credited with

developing a two-factor theory of motivation

Hygiene factors relate to the working

conditions such as salary, quality ofsupervision, job security, interpersonal

relations policies, and supervision.

These hygiene factors are called"dissatisfiers."


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OUCHI, PASCALE, ATHOSAmerican short term employment, rapid

evaluation and promotion, specialized

career path, explicit control mechanisms,individual decision-making, individual

responsibility, and segmented concern


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Unit 1 , Mgt Overview and Theories (1)

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