Management
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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 organizations ability to attain its goals by using resources in an efficient and effective manner.
Management Level
A set of expectations for ones behavior.
Ten manager roles
—(slides)
–(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 companys major business functions Ð- order processing, product design, purchasing, inventory, etc.
Knowledge management
The efforts to systematically find, organize, and make available a companys 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 societys 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