Management

Chapter 1 Managing the New Workplace

Management

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

The Process of Management

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Organization

A social entity that is goal directed and deliberately structured .

Effectiveness

The degree to which

the organization achieves a stated goal.

Efficiency

The use of minimal resources Ð'- raw materials, money, and people Ð'- to produce a desired volume of output.

Performance

The organization's ability to attain its goals by using resources in an efficient and effective manner.

Management Level

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Role

A set of expectations for one's behavior.

Ten manager roles

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--(slides) Crisis managament skills

Learning organization

An organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability. (figure).

E-business

Work an organization does by using electric linkages.

Intranet

An internal communications system that uses the technology and standards

of the Internet but is accessible only within the company.

Extranet

A company communications system that gives access to suppliers, partners, and others outside the company.

E-commerce

Business exchanges or transactions that occur electronically.

Enterprise resource planning (ERP)

Systems that unite a company's major business functions Ð'- order processing, product design, purchasing, inventory, etc.

Knowledge management

The efforts to systematically find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing.

Social forces

The aspects of a culture that guide and influence relationships among people Ð'- their values, needs, and standards of behavior.

Political forces

The influence of political and legal institutions on people and organizations.

Economic forces

Forces that affect the availability, production, and distribution of a society's resources among competing users.

Classical perspective

A management perspective that emerged during the nineteenth and early tweentieth centuries that emphasized a rational, scientific approach to the study of management and sough to make organizations efficient operating machines.

Scientific management

A subfield on the classical management perspective that emphasized scientifically determinded changes in management practices as the solution to improving labor productivity.

-Fredrick Winslow Taylor "father of scientific management".

General approach

-developed standard method for performing each job

-selected workers with appropriate abilities for each job

-trained workers in standard methods

-supported workers by planning their work and eliminating interruptions

-provided wage incentives to workers for increased output

Contributions

-demonstrated the importance of compensation for performance

-intiated the careful study of tasks and jobs

-demonstrated the importance of personnel selection and training

Criticisms

-did not appreciate the social context of work and higher needs of workers

-did not acknowledge variance among individuals

-tended to regard workers as uninformed and ignored their ideas and suggestions

Bureaucratic Organizations

A subfield of the cassical management perspective that emphasized management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal recordkeeping, and separation of management and ownership.

-Max Weber.

Elements of Bureaucracy

1.Labor is divided with clear definitions of authority and responsibility that are legitimized as official duties.

2.Positions are organized in a hierarchy of authority, with each position under the authority of a higher one.

3.All personnel are selected and promoted based on technical qualifications, which are assessed by examination or according to training and experience.

4.Administrative acts and decisions are recorded in writing. Recordkeeping provides organizational memory and continuity over time.

5.Management is separate

from the owner of the organization.

6.Managers are subject to rules and procedures that will ensure reliable, predictable behavior. Rules are impersonal and uniformly

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