Studied by 5 people
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
Note 
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