Business Unit 1

HENRY MINTZBERG

________- Set of roles that managers perform: interpersonal, informational, decisional.

Decisional

________: using the information to make decisions to solve problems (entrepreneur, negotiator)

Conceptual

________: ability to think analytically and achieve intergrative problem solving.

special task

Technical: the ability to apply expertise and perform a(n) ________ with proficiency.

ROBERT KATZ

________- Essential skills of Management: technical, human, conceptual.

Feedback

________ tells the organization how to satisfy customers.

Intellectual capital

________: collective brainpower or shared knowledge of a workforce.

Mary Parker Follet

________: administrative, forward thinking principles, inter- related factors, groups and human cooperation.

Interpersonal

________: involve interactions with others inside to outside the workplace (figurehead, leader, liason)

Gilbreths

The ________: created motion study to be efficient, taking out extra stuff.

Globalization

________: worldwide interdependence of resource flows, product markets & business competition that characterize the new economy.

glass ceiling

The ________ effect: invisible barrier that prevents visible minorities from rising above a certain level.

Foresight

________: complete plan for the future.

McGregors Theory Y

________: workers willing to work, capable of self- control, willing to accept responsibility, imaginative, creative, managers allow workers to figure stuff out.

Behavioural Management Approach

________: Hawkthornes studies, maslows theory, mcgregors x & y, assumes that people are social and self actualizing.

ORGANIZATION

________: a group of people working together to achieve a common purpose.

Management Science

________: mathematical techniques for management problems.

ultimate foundations of organizations

People are the ________.

Knowledge workers

________ are people whose minds are a critical assets to employers and add intellectual capital.

McGregors Theory X

________: managers /micromanagers do all the work, lack of ambition, micromanager irresponsible, resist change.

Top management

________: responsible for the performance of an organization as a whole or for one of its larger parts (CEO)

ORGANIZATION

a group of people working together to achieve a common purpose

What should people in organizations be viewed as

Intellectual Capital

Intellectual capital

collective brainpower or shared knowledge of a workforce

Globalization

worldwide interdependence of resource flows, product markets & business competition that characterize the new economy

The glass ceiling effect

invisible barrier that prevents visible minorities from rising above a certain level

TOTAL QUALITY MANAGEMENT

a commitment to continuous improvement, product quality and customer satisfaction

LEVELS OF MANAGEMENT AND ROLES

top, middle, first line

top management

responsible for the performance of an organization as a whole or for one of its larger parts (CEO)

middle managers

in charge of relatively large departments or divisions (deans, plant managers)

first line

project managers (coordinate complex projects with task deadlines) department heads(in charge of a small group of non managerial workers)

FOUR FUNCTIONS OF MANAGEMENT

planning, controlling, leading, organizing

planning

setting performance objectives and deciding how to achieve them

controlling

measuring performance and taking action to ensure desired results

leading

inspiring people to work hard to achieve high perfromance

organizing

arranging tasks, people, and other resources to accomplish the work

Interpersonal

involve interactions with others inside to outside the workplace (figurehead, leader, liason)

informational

involve the transfer of information (monitor,spokesperson)

decisional

using the information to make decisions to solve problems (entrepreneur, negotiator)

technical

the ability to apply expertise and perform a special task with proficiency

human

ability to cooperate with others

conceptual

ability to think analytically and achieve intergrative problem solving

Mintzbergs set of 10 managerial roles

figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, negotiator

3 Branches of Classical Management

scientific, administrative, and beaurocratic

Scientific Management

Fredrick Taylor, The Gilbirths

Administrative Management

Mary Parker Follet, Henri Fayol

Beaurocratic management

Max Weber

How did Fredrick Taylor contribute to Scientific Management

rules of motion, proper working conditions, training/support, came up with ways to increase worker efficiency

The Gilbreths

created motion study to be efficient, taking out extra stuff

Motion Study

reducing a task to its basic motions

foresight

complete plan for the future

organization

provide and mobolize resources

command

to lead workers

coordinate

fit diverse efforts together

control

make sure things happen accordingly

Henri Fayol

3 Key Principles of Management

Mary Parker Follet

administrative, forward thinking principles, inter-related factors, groups and human cooperation

Behavioural Management Approach

Hawkthornes studies, maslows theory, mcgregors x & y, assumes that people are social and self actualizing

Maslows Hierarchy of Human Needs

pyschological deficiency a person feels comprlled to satisfy before self actualization

McGregors Theory X

managers/micromanagers do all the work, lack of ambition, micromanager irresponsible, resist change

McGregors Theory Y

workers willing to work, capable of self-control, willing to accept responsibility, imaginative, creative, managers allow workers to figure stuff out

Management Science

mathematical techniques for management problems