OrgMan (All Flashcards)

Bridge between the company and the employees

- the manager can connect the employees to the employers on a large scale

- the ones who bring up the concerns of every individual or subordinate under their department or team

Decision makers

- managers see the company from the top-level perspective and the perspective of every employee

Role Models and Motivators

- managers are leaders and model employees. They set up rules and boundaries for the employees and motivate the employees to be productive

Effectiveness

- doing the right thing

Efficiency

- doing things right

POSDiCon

- acronym for functions of management

Planning

- usually done at the start of any task or venture

- preparing for what is going to happen, looking at all possible scenarios

Organizing

- where they design the organizational structure and highlights the forming of the company’s chain of command and reporting relationships (who reports to who)

Staffing

- concerned with the hiring, selection, and training individuals

- HR (human resources)

Selection

- process of administering exams and conducting interviews of applicants

Hiring

- where applicants are already given job offers and asked for pre-employment requirements

Leading/Directing

- the most obvious and eminent managerial function

- also concerned with how managers motivate their subordinates

Controlling

- doesn’t necessarily mean that managers should control the actions of their subordinates

- more of being a mediator when problems arise

Management

- “getting work done through others” as stated by Mary Parker Follet, 2013

Organizations

- are composed of people

- the management is responsible for coordinating the skills and efforts of employees for them to achieve a common goal

Classical Management Theory

- developed during the 19th century

- introduced as a result of the industrial revolution

- focuses on managing work efficiency through systematic work process and division of labor

Scientific Management Theory

- created within the 1880s-1890s

- emphasized the scientific study of work methods to make the worker more efficient

Frederick Taylor

- the most well-known proponent of the classical management theory

- he emphasized the need for financial rewards system to motivate workers

Frank and Lilian Gilbreth

- suggested that workers should have definite days of work, schedules breaks, and conducive working conditions

Henry Gantt

- created the ‘Gantt Chart’ which is a visual scheduling of tasks to be done to complete a project or work

Charles Bedaux

- introduced the rating system to measure the productivity of workers

- also suggested to give workers a rest allowance

Rest Allowance

- pay given to the workers for working on their rest day

Bureaucratic Management Theory

- focused on a hierarchical/authoritarian system

- was deemed effective with organizations that operate on a large scale

Max Weber

- developed the Bureaucratic Management Theory in 1905

Task Specialization

- each of the employees has a responsibility to fulfill

Hierarchical Structure

- those with lower positions are subject to the orders of those higher positions

Formal Selection

- skills and credentials are necessary in deciding who is up for the position

Rules and Requirements

- ensures uniformity and unity

Impersonality

- creates detached relationships which promotes objective decision making

Administrative Management Theory

- concerned with how the management effectively organizes and directs the employees

Henry Fayol

- created the administrative management theory

- Father of Modern Management Theory

Division of Work

- specialization of workers can increase the output

Authority

- superiors have the right to give orders, but they must also be responsible for the consequences

Discipline

- individuals must display proper conduct

Unity of Command

- an employee must receive one supervisor only to avoid conflict

Unity of Direction

- employees must follow a common objective

Subordination of Individual Interest

- common interest first before personal interests

Remuneration

- compensation must be fair and proper

Degree of Centralization

- refers to the balance or who should be making decisions in terms of company size

Scalar Chain

- there must be a clear chain of command

Order

- a workplace must be clean and tidy

Equity

- all employees must be treated fairly

Stability of Tenure of Personnel

- employee replacement must be limited and should instead keep their employees longer

Initiative

-superiors must encourage subordinates to take initiative

Espirit de Corps

- managers must boost employee morale to promote team spirit

Behavioral Management Theory

- focused on the interests and needs of employees

- gives importance to human behavioral factors to strengthen unity and teamwork

Human Relations Theory

- states that individuals perform better when they are valued and belong to the group

Elton Mayo

- developed the Human Relations Theory between 1929 and 1933

Hawthorne Effect

- states that workers collaborate with their colleagues and perform better when they are given special attention

- observation changes behavior

Theory X and Y

- proposed by Douglas McGregor in the 1950s

Douglas McGregor

- proponent of Theory X and Y in the 1950s

Theory X

- perceives workers as lazy and needs to be controlled

Theory Y

- perceives workers as having a natural drive to work and do not need to be ordered around

Quantitative Management Theory

- was introduced to improve management’s decision-making during World War One

- promotes the use of sophisticated mathematical models and statistical tools in enhancing management skills

- makes use of computers, mathematical models, and statistical tools. Numbers

Modern Management Theory

- takes advantage of technology and incorporates it with classical approaches

- utilizes statistical techniques to analyze, understand, and compare the relationship between the management and the workers

Systems Theory

- an idea that all departments are parts of an open system which needs to interact with each other

- promotes management as an interrelated component of an organization

Ludwig von Bertalanffy

- proposed the Systems Theory

Contingency Theory

- managers must be able to adapt to the changing environments of the organization and must make better decisions depending on the given situations

Fred Fiedler

- developed the Contingency Theory

Top Manager

- responsible for the overall direction of the organization

Middle Manager

- responsible for specific business units or departments

First-line Manager

- responsible for production of goods and delivery of products and services to customers

Henry Mintzberg

- according to him, there are three categories of a manager (1973)

Interpersonal

- indicates that it is part of a manager’s duty to interact with different people

Figurehead

- acts as a representative in doing symbolic duties

Leader

- ensures that the manager motivates their employees in achieving the company’s goal

Liaison

- requires managers to establish a network of contacts

Informational

- indicates that a manager collect information and transmit this to and from different sources

Monitor

- obtaining data from different resources and using it as a basis for decision making

Disseminator

- requires the manager to relay information to their employees

Spokesperson

- requires the manager to relay information to individuals outside of the organization

Decisional

- requires the manager to make company-related decisions

Entrepreneur

- requires the manager to seek the improvement of products by being innovative

Disturbance Handler

- a manager must know how to address problems and conflicts

Resource Allocator

- requires the manager to allocate resources efficiently

Negotiator

- the manager must participate in negotiating with other organizations or individuals

Robert Katz

- he identified 3 skills managers need to have

Human Skills

- ability of a manager to communicate and work with people

Conceptual Skills

- ability of a manager to focus on ideas and create concepts

Technical Skills

- ability of a manager to be proficient in handling specialized tools

Firm

- an organization with an intention to make a profit from an exchange of goods and/or services

Industry

- group of firms that satisfies similar needs and wants

Business

- an organization that can be either for profit or non-profit. Includes the exchange of goods and/or services, and/pr philanthropic activities or social causes

- considered to be the engine of an economy

Environmental Scanning

- process of evaluating the macro environment to identify the potential changes that may pose as a threat or opportunity to the industry

External Environment

- the PEST (Political, Economic, Social, and Technological) framework is applied

- on the other hand, the task environment is composed of the five competitive forced by Michael E. Porter

- both macro and task environments are external to the firm

Political

- the Philippines has a democratic political system, where the economic system is a free-market, thus making it easier for industries to do business

Economic

– the statistical measures of a country’s capital cost and availability and consumer demand

Social

– includes the demographics, beliefs, values, attitudes, and lifestyles and traditions of the society

Technological Factors

– businesses are greatly affected by the technological advancements. These advancements may open new opportunities to some

Internal Environment

- made up of internal factors

- these internal factors are objectively evaluated based on the capabilities and resources of the firm to determine its strengths and weaknesses

Capabilities

– a firm’s skills and knowledge of transforming resources to outputs. Based on

standard policies and procedures set by the management

Resources

– refer to physical, financial, human capital, and organizational factors that produce goods and services that have value to the customer

SWOT Analysis

- vital tool used to identify a business’s strengths, weaknesses, opportunities, and threat

Strengths

– factors that give competitive advantage

Weaknesses

– areas that need to be improved

Opportunities

– external factors that can help obtain good performance and competitive advantage

Threats

– external factors that can potentially harm

PEST Analysis

- managers use this to determine and asses four external factors from the macro environment

Economic Development

- collective effort that seeks to improve the overall quality of life and the economic well-being of a country and its people

Economic Growth

- generally refers to the increase in gross domestic products (GDP) and gross national products (GNP)