Management and Management History Notes
Managers and the Workplace
Organizations need effective management for optimal resource use, strategic decisions, and motivated employees.
Managers coordinate activities, resolve conflicts, and ensure efficient task completion.
Effective managers provide leadership, vision, and strategic direction, transforming organizations and improving the work environment.
Who is a Manager?
Manager: Coordinates and oversees work to achieve goals.
Responsible for people, supervising to achieve goals.
Non-managers: Responsible only for themselves.
Levels of Management
First-Line Managers: Manage non-managerial employees (e.g., shift managers).
Middle Managers: Manage first-line managers (e.g., district managers).
Top Managers: Responsible for organization-wide decisions (e.g., CEO).
Where Managers Work
Organization: Arrangement of people to accomplish a purpose.
People: Contribute skills and knowledge.
Goals: Specific objectives.
Structure: Formal task arrangement.
Characteristics of Organizations
Distinct Purpose, Deliberate Structure, People.
What Managers Do
Coordinate and oversee work efficiently and effectively.
Efficiency and Effectiveness
Efficiency: Doing things right (most output from least input).
Effectiveness: Doing the right things (attaining goals).
Efficiency is HOW; effectiveness is WHAT.
Management Functions
Planning, Organizing, Leading, Controlling.
Mintzberg’s Managerial Roles
Roles: Actions/behaviors expected of a manager.
Types of Roles
Interpersonal: Figurehead, Leader, Liaison.
Informational: Monitor, Disseminator, Spokesperson.
Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator.
Management Skills
Technical, Human (Interpersonal), Conceptual, Political.
Changes Facing Managers
Focus on Customer, Technology, Social Media, Innovation, Sustainability, Employee.
The Universality of Management
Management needed in all organizations.
The Reality of Work
You will either manage or be managed.
Challenges of Being a Manager
Can be thankless, clerical duties, time in meetings, dealing with personalities and limited resources.
Rewards of Being a Manager
Productive environment, recognition, attractive compensation.
Management History Module
Early Management
Egyptian pyramids show early project management.
Job Specialization
Adam Smith: Division of labor increases efficiency.
Industrial Revolution
Machine power replaces human power.
Major Approaches to Management
Classical, Behavioral, Quantitative, Contemporary.
Classical Approach
Emphasizes rationality and efficiency.
Scientific Management
Find the "one best way" for a job.
Taylor's Principles
Develop a science for each work element.
Scientifically select, train workers.
Cooperate with workers.
Divide work equally.
Frank and Lillian Gilbreth
Therbligs: Classify hand motions.
General Administrative Theory
Describes what managers do.
Henri Fayol
Principles of management.
Max Weber
Bureaucracy: Division of labor, hierarchy, rules.
Behavioral Approach
Organizational behavior: Study of people at work.
Early OB Advocates
Owen, Munsterberg, Follett, Barnard.
Hawthorne Studies
Insights into group behavior.
Quantitative Approach
Use techniques to improve decisions.
Total Quality Management (TQM)
Continuous improvement, customer focus.
Contemporary Approaches
System: Interrelated parts.
Closed/Open systems.
Contingency Approach
Different organizations need different methods.
Popular Variables
Organization Size, Routineness