MG4031 Management Principles Chapter 1
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Questions and Answers

What is the primary focus of management as described?

  • Planning and organizing events
  • Managing financial resources only
  • Achieving organizational goals through various assets (correct)
  • Supervising employees without any specific goals

    • Middle management is primarily responsible for making the overall mission and direction of the organization.

    False (B)

    Name one of the three managerial roles according to Mintzberg.

    Interpersonal, Informational, or Decisional

    Fredrick Taylor is known for developing principles of __________ management.

    <p>scientific</p> Signup and view all the answers

    Match the following management levels with their primary responsibilities:

    <p>Top Management = Overall mission and direction Middle Management = Translating plans into action Front Line Management = Directing and supervising employees</p> Signup and view all the answers

    Which of the following is NOT a skill required by managers?

    <p>Culinary skills (B)</p> Signup and view all the answers

    The bureaucratic approach to management emphasizes a hierarchical structure and clear rules.

    <p>True (A)</p> Signup and view all the answers

    Identify one of the four core principles of Scientific Management.

    <p>One best way of doing a task</p> Signup and view all the answers

    The __________ theory is often associated with the evolution of management thought in the late 20th century.

    <p>contingency</p> Signup and view all the answers

    What type of role is a 'spokesperson' in Mintzberg’s managerial roles?

    <p>Informational Role (B)</p> Signup and view all the answers

    What was the main focus of H. Fayol's administrative management principles?

    <p>Policy issues faced by senior managers (A)</p> Signup and view all the answers

    The Hawthorne Experiments concluded that physical working conditions were more important than social factors in influencing performance.

    <p>False (B)</p> Signup and view all the answers

    Who is associated with the concept of the 'Hawthorne Effect'?

    <p>Elton Mayo</p> Signup and view all the answers

    Max Weber's ideal organizational structure is characterized by formalization of rules and __________.

    <p>procedures</p> Signup and view all the answers

    Match the following contributors to their key concepts or findings:

    <p>Max Weber = Ideal Organizational Structure Elton Mayo = Hawthorne Experiments H. Fayol = Universal Principles of Management Douglas McGregor = Organizational Behavior</p> Signup and view all the answers

    Which principle is NOT part of Max Weber's design principles?

    <p>Team collaboration focus (B)</p> Signup and view all the answers

    The Quantitative Management movement emerged in response to post-WWII organizational issues.

    <p>True (A)</p> Signup and view all the answers

    What are the three main contemporary theories of management?

    <p>Quantitative Management, Organizational Behavior, Contingency Theory</p> Signup and view all the answers

    Which statement is true regarding Contingency Theory?

    <p>Management practices are context dependent. (D)</p> Signup and view all the answers

    Contingency ideas will always be applicable regardless of technology changes.

    <p>False (B)</p> Signup and view all the answers

    What structure is associated with a slow rate of technological change according to the Burns & Stalker Framework?

    <p>Mechanistic structure</p> Signup and view all the answers

    Approximately half of the world's industrial output is now owned by ______.

    <p>multinational companies</p> Signup and view all the answers

    Match the following factors with their corresponding impacts of globalization:

    <p>Economic Conditions = Increased competition among businesses Social Conditions = Cultural exchanges and influences Enterprise Conditions = Changes in operational practices Workforce Conditions = Shifts in employment dynamics</p> Signup and view all the answers

    Which of the following factors has NOT been exacerbated by the pandemic?

    <p>Interdependence between states (D)</p> Signup and view all the answers

    Globalization has minimal impact on the success of multinational companies.

    <p>False (B)</p> Signup and view all the answers

    What debate is engendered by Contingency Theory?

    <p>Universalism versus Contextualism</p> Signup and view all the answers

    Flashcards

    Management

    The process of directing human, financial, knowledge, and physical assets to meet organizational goals.

    Management Functions

    Planning, organizing, staffing, motivating, leading, and controlling are key components of effective management.

    Management Levels

    Management is categorized into Top (overall mission), Middle (translate plans), and Front-Line (supervising) levels.

    Managerial Skills

    Managers need technical (specialized tasks), interpersonal (human interaction), and conceptual (problem-solving) skills.

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    Managerial Roles (Mintzberg)

    Mintzberg identified 10 roles: Interpersonal (Figurehead, Leader, Liaison), Informational (Monitor, Disseminator, Spokesperson), and Decisional (Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator).

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    Scientific Management

    A classical management approach emphasizing finding one best way to perform a task through scientific methods.

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    Classical Approaches

    Early management theories, including scientific management, bureaucracy, administrative management, and human relations, formed the foundation for future management thinking.

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    Bureaucracy

    A formal and structured management system emphasized by Max Weber with clear roles and responsibilities

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    Administrative Management

    Management approach focusing on principles of management rather than specific tasks.

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    Human Relations Approach

    Management theory that highlights the importance of social aspects of work and motivation.

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    Classical Bureaucracy

    An organizational structure with a clear hierarchy, specialization, and formal rules.

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    Human Relations

    A management theory emphasizing the social and psychological factors influencing worker performance.

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    Hawthorne Effect

    The tendency of people to perform better when they know they are being observed.

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    Quantitative Management

    A management approach using mathematical and statistical methods to solve business problems. Focuses on competitive success.

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    Organizational Behavior

    A management approach analyzing the behavior of individuals, groups, and organizations.

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    Contingency Theory

    A management approach stating that there is no one best way to manage; the best approach depends on the situation.

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    Contingencies

    Things that affect decisions related to managing an organization. These things can vary significantly, like environment or technology.

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    Mechanistic Structure

    A management structure that works well in stable, predictable environments, where there isn't a need to change frequently.

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    Organic Structure

    A more flexible management structure, where the organization is prepared for rapid changes or uncertainty. It's adaptable.

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    Globalization

    The increasing interconnectedness of countries through trade, culture, and ideas.

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    Multinational Companies (MNCs)

    Companies that operate in multiple countries around the world.

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    International Management

    The study and practice of managing businesses in international contexts. It considers cultural differences, global competition and cross-border interactions.

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    Environmental complexity

    The degree to which factors in the external environment, like markets or policies, influence managing organizations.

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    Study Notes

    MG4031 Management Principles

    • Course covers Introduction to Management and Evolution of Management Theories
    • Reading material is Chapter 1, Modern Management, pages 1-39

    What is Management?

    • Management is the process managers use to achieve organizational goals through the deployment of human, financial, knowledge, and physical assets.
    • This process necessitates functional knowledge in various domains including Planning, Organizing, Staffing, Motivating, Leading, and Controlling.

    Managerial Levels

    • Top Management: Responsible for the overall mission and direction of the organization.
    • Middle Management: Translates general plans and objectives developed by top managers.
    • Front Line Management: Responsible for directing, supervising, and managing employees.

    Management Skills

    • Technical skills: Ability to perform specialized tasks involving methods or processes.
    • Interpersonal skills: Human skills, involving the ability to interact effectively with people.
    • Conceptual skills: Recognizing complex and dynamic issues, analyzing influencing factors, and finding solutions.

    Managerial Roles (Mintzberg)

    • Interpersonal Roles:
      • Figurehead: Represents the organization at external events.
      • Leader: Directs and coordinates people.
      • Liaison: Deals with people outside the organization.
    • Informational Roles:
      • Monitor: Receives, screens, and sees information.
      • Disseminator: Shares knowledge and data.
      • Spokesperson: Provides information on the organization's official position to others.
    • Decisional Roles:
      • Entrepreneur: Designs and implements new projects.
      • Disturbance handler: Deals with problems outside immediate control.
      • Resource allocator: Chooses from competing demands.
      • Negotiator: Discusses and reaches agreements.

    Evolution of Management Thought

    • Classical Approaches (1890-1950):
      • Scientific Management (early 1900s): Focus on optimizing tasks and procedures.
        • Four core principles: Science of work, selection/development of human capital, cooperation between managers and workers, division of labor.
      • Bureaucracy (early 1900s): Ideal organizational structure focused on hierarchy, rules, and impersonal treatment.
        • Key principles: Division of labor, hierarchical structure, selection based on technical skills, formal rules, impersonality, and uniformity in employee treatment.
      • Administrative Management (early 1900s): Universal principles encompassing organizational activities, especially relevant to senior management.
        • Fayol's six areas of business activities: Finance, commercial, technical, managerial, security, and accounting.
      • Human Relations (1920s-1930s): Importance of social factors influencing performance, exemplified by Hawthorne Experiments.
    • Contemporary Approaches (1960s-Present):
      • Quantitative Management: Focus on using mathematical and statistical methods for problem-solving in organizations.
      • Organizational Behavior: Study of individual, group, and organizational processes using behavioral lens, particularly addressing work aspects.
      • Contingency Theory: Emphasizes context-dependent management practices, acknowledging the influence of factors like technology and environment.
        • Burns & Stalker Framework: Links mechanistic and organic structures to slow and fast technological change respectively.

    Rationale for International Management Growth

    • Globalization's impact on MNCs, including increased competition, need for innovation, knowledge-based approaches, and constant organizational adaptation.
    • The ongoing trend of internationalization of business activities.
    • The influence of economic, social, enterprise, and workforce conditions.
    • The potential for deglobalization, trade barriers, and shifts in interdependence.

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    Description

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