MG4031 week 2 lecture 1

10 roles managers play, categorized as Interpersonal, Informational, and Decisional.

Roles focusing on interactions with people, both inside and outside the organization (Figurehead, Leader, Liaison).

Roles that involve the collection, processing, and dissemination of information (Monitor, Disseminator, Spokesperson).

Roles that require managers to make decisions and solve problems (Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator).

Managers are not primarily reflective planners; they are action-oriented and have flexible, daily plans.

Effective managers have regular responsibilities (meetings, information gathering etc.)

Setting goals and deciding on actions to reach them.

Tracking progress and making adjustments to ensure goals are met.

A management theory that focuses on improving efficiency by standardizing work processes, using scientific methods, and promoting cooperation between managers and workers.

Assigning specific tasks to specialized employees. This helps streamline work, improve expertise, and define clear responsibilities within a hierarchy.

A chain of command where higher positions have more power and authority. This ensures order and clear lines of responsibility within an organization.

Hiring employees based on their skills and qualifications rather than personal connections or favoritism.

Managers are viewed as professionals pursuing careers within the company. This encourages stability and continuous development within the organization.

The implementation of clear rules and procedures to ensure consistent performance and control employee actions.

Applying rules and procedures equally to everyone, regardless of individual factors. This aims to create a fair and unbiased working environment.

Potential drawbacks of strict rules and procedures, such as inflexibility, rigidity, and discouragement of individual initiative.

The core principle of Scientific Management is to identify the most effective method for each job, leading to increased efficiency and productivity.

A system where workers are paid based on the quantity of output they produce, encouraging increased productivity.

The goal of Scientific Management is to ensure maximum profit for the employer while also promoting the well-being of employees by maximizing their individual potential.

Taylor emphasized the importance of choosing the right people for the job based on their skills and abilities, and then providing training to enhance their capabilities.

The Industrial Revolution marked a shift from skilled craftsmanship to factory work, leading to increased production, economies of scale, reduced costs, and greater consumption.

The emergence of large, complex organizations, coupled with the challenges of industrialization, led to the formal recognition of management as a separate field of study.

Classical Management Approaches sought to find the most effective ways to organize and manage work processes, with Scientific Management being a prominent example.

Focuses on senior managers and policy issues, recognizing management as a trainable profession and dividing business activities into six key areas: technical, commercial, financial, security, accounting, and managerial.

Assigning specialized tasks to individuals to improve efficiency and expertise. This creates a clear chain of responsibility within a hierarchy.

Each employee reports to only one supervisor, preventing conflicting instructions and ensuring clear accountability.

Individual goals should be aligned with the overall objectives of the group or organization.

Fair and equitable compensation for work done, regardless of individual characteristics. This promotes motivation and fairness.