ORGMAN WEEK2&3

Management

Process of planning, organizing, leading, and controlling an organization’s activities to achieve goals; considered both a science and an art.

Planning

Process of identifying objectives and the actions required to achieve them.

Organizing

Arranging resources and establishing a structure to carry out plans efficiently.

Leading

Influencing and directing people to achieve objectives; coordinating activities and motivating others.

Controlling

Monitoring and evaluating activities against plans; identifying gaps and taking corrective actions.

Four Functions of Management

Planning, Organizing, Leading, and Controlling—the core activities of management.

Efficiency

Maximizing output with minimum input; doing things right.

Effectiveness

Achieving the intended objectives; doing the right things.

Mintzberg’s Managerial Roles

A framework of ten roles categorized as Interpersonal, Informational, and Decisional.

Interpersonal Roles

Roles involving people and relationships: Figurehead, Leader, Liaison.

Figurehead

Interpersonal role involving ceremonial and symbolic duties.

Leader

Interpersonal role involving guiding, motivating, and directing subordinates.

Liaison

Interpersonal role involving networking with outsiders and coordinating with others.

Monitor

Informational role in which the manager seeks and receives information.

Disseminator

Informational role involving distribution of information within the organization.

Spokesperson

Informational role involving communication of external information.

Entrepreneur

Decisional role involving design and initiation of new opportunities.

Disturbance Handler

Decisional role dealing with crises and unexpected problems.

Resource Allocator

Decisional role deciding how to distribute organizational resources.

Negotiator

Decisional role involved in negotiating on behalf of the organization.

Levels of Management

Classification into Top Level, Middle Level, and Low Level managers.

Top-Level Management

Directors, Vice Presidents, CEOs; sets overall goals and policies.

Middle-Level Management

Department Heads, Division Managers; bridges strategy and implementation.

Low-Level Management

Supervisors and first-line managers overseeing daily operations.

Henry Ford

Pioneer of mass production; his assembly line exemplified scientific management principles.

Scientific Management Theory

Theory applying scientific methods to work design to increase efficiency; associated with Taylor, Gantt, and Gilbreths.

Frederick Winslow Taylor

Founder of scientific management and its four principles.

Four Principles of Scientific Management

Replace rule-of-thumb methods with scientifically-proven ones; scientifically select/train workers; cooperate with workers; divide work between managers and workers.

Time and Motion Study

Method to optimize tasks by analyzing the time and steps required to perform them.

Administrative Management Theory

Early 20th-century theory by Henri Fayol focusing on the administration of organizations and management functions.

Five Functions of Management (Fayol)

Planning, Organizing, Communicating, Coordinating, Controlling.

Fourteen Principles of Management

Fayol’s guidelines for organization, including division of work, authority, discipline, unity of command, and more.

Mary Parker Follet

Wrote Dynamic Organization; emphasized human elements, collaboration, and mutual problem-solving.

Max Weber

Bureaucratic theory; emphasized formalization, specialization, and hierarchical organization.

Chester Barnard

Author of The Functions of the Executive; highlighted mission, hired leadership, and organizational communication.

Human Relations Theory

Theory focusing on social factors and the human element in the workplace; Hawthorne studies led by Elton Mayo.

Elton Mayo

Researcher associated with Hawthorne Studies; highlighted the impact of social relations and work conditions on productivity.

Maslow’s Hierarchy of Needs

Theory that human needs are arranged in a hierarchy influencing behavior.

Cognitive and Aesthetic Needs

Additional needs added to Maslow’s hierarchy in 1970.

Quantitative Management Theory

Uses mathematical and statistical methods to support management decisions.

Management Science

Branch of quantitative management applying mathematics to problem solving and decision making.

Operations Management

Application of quantitative and analytical methods to design and control production processes.

Management Information System

Systematic collection and analysis of data to support decision making.

Systems Theory

Explains how interrelated parts of an organization work together toward a common purpose; open vs. closed systems.

Contingency Theory

No universal theory; organizational effectiveness depends on internal/external factors and context.

Fred Fiedler

Proponent of contingency theory; proposed contingency model linking leadership style to situational factors.

Quality Management Theory

Focus on consistency and reducing defects; emphasizes kaizen, Deming, and Juran.

Deming

Quality pioneer who promoted statistical process control and quality management; helped Japan improve manufacturing.

Juran

Quality management expert who emphasized training and organizational quality initiatives.

Kaizen

Continual, incremental improvement of processes and products.

Toyota Kaizen

Application of Kaizen principles in Toyota production to improve efficiency and quality.