نظرية Y والهيكل التنظيمي

Vocabulary

• Organization = Institution
• Performance = Achievement
• Supervisor = Foreman
• Strategy = Method
• Subordinate = Less power or authority
• Promotion = Advance
• Trainee = Learner
• Allocate = Earmark
• Banker = Financier
• Chairman = Controller
• Distributor = Supplier
• Investor = Supporter
• Merchandiser = Goods
• Director = Leader and organizer
• Competitive = Aggressive
• Innovation = Creation
• Manageable = Tractable

Lecture 2 and Page 13

• System of authority with different levels = Hierarchy
• Special activity in a company (e.g., production, marketing, finance) = Function
• Independent ability to make decisions without higher authority = Autonomous
• People working under someone else = Subordinates
• Dividing an organization into independent units = Decentralization
• Power to give instructions to those below = Line authority
• Responsible to someone and takes instructions from them = Report to

Lecture 4

• Different authority levels = Hierarchy
• Special activity in a company = Function
• Independent decision-making ability = Autonomous
• People working under someone = Subordinates
• Organizational division into independent units = Decentralization
• Authority over those below = Line authority
• Responsible and takes instruction from another = Report to

Lecture 5

• Sectors of economy: Agriculture, Infrastructure, Labor, Manufacturing, Consumer goods, Economic, Employment, Goods, Industry, Primary, Secondary, Tertiary sectors

Lecture 2 (Management)

• Table showing different leaders' views on management and their relevant opinions
• Detailed information about leadership traits like decision-making, communication, innovation, motivation, and flexibility.
• Data on the various leaders and their characteristics

Is management a science or art?

• Management as a science:
  • Systemized body of knowledge
  • Theoretical knowledge
  • Observation and experimentation
  • Cause-and-effect relationship
  • Universal validity
• Management as an art:
  • Personal skills
  • Creativity
  • Perfection through practice

Drucker's View on Management

• The work of a manager can be divided into five tasks: planning, organizing, integrating (motivating and communicating), measuring performance, and developing people.
• Work: What people do to make money and reach their goals.
• Responsibility: Doing tasks well, following rules, helping the organization succeed.
• Motivation: Factors encouraging employees to perform best and achieve their goals.

Maslow's Hierarchy of Needs Theory

• Hierarchy of needs: Physiological, Safety, Love/Belonging, Esteem, Self-actualization.
• Relationship between work and responsibility (according to Maslow): Providing a work environment that meets basic needs, creating a sense of belonging, promoting appreciation.

Theory X and Theory Y

• Theory X: dislike work, prefer direction, lack ambition, need supervision.
• Theory Y: enjoy work, seek responsibility, are creative, self-directed.

Herzberg's Motivation Theory

• Two types of factors that influence employee performance:
  • Motivators: related to the employee's work itself (achievement, recognition, the work itself, responsibility, advancement, and growth).
  • Hygiene factors: surrounding the work environment (policies, supervision, working conditions...)
• Dissatisfaction is likely from issues with hygiene factors; increased satisfaction comes from handling motivators well.

How are companies organized?

• Companies are structured for division and coordination.
• Organizational structure is critical for company operation, goal achievement and success in the market.
• Goals are arranged in companies using organizational structure or hierarchy.

Organizational Structure

• Work specialization: Division of labor and employee specialization.
• Departmentation: Functional and geographical.
• Chain of command: Authority, responsibility, unity of command.
• Centralization and decentralization: The impact and influence of decision-making authority at higher vs lower levels.
• Span of control: The ability of managers to influence the organization

Structure Types

• Hierarchy: Traditional structure where authority flows top-down.
  • Advantages: Control, supervision, consistency, clarity.
  • Disadvantages: Limited flexibility, potential bureaucracy, slower decision-making, reduced innovation.
• Flat: Few or no middle management levels.
  • Advantage: Efficient communication, faster decision making, employee empowerment, and greater flexibility.
  • Disadvantage: Role confusion, overburdened managers, and challenges in managing large teams.
• Functional: Employees are grouped by specialized functions (e.g., marketing, finance, HR).
  • Advantages: Efficient resource use, specialization, clear career paths.
  • Disadvantages: Limited cross-departmental communication, potential silos, less flexibility.
• Matrix: Employees report to both functional and project managers.
  • Advantages: Efficient use of resources, promotes collaboration, flexible project management.
  • Disadvantages: Role confusion, power struggles, higher coordination complexity.

Business and Economic Sectors

• Business: Entity involved in commercial, industrial, or professional endeavors, usually aiming for profit.
• Economic sectors:
  • Primary: Obtains natural resources (agriculture, fishing, mining).
  • Secondary: Transforms resources into products (manufacturing, construction).
  • Tertiary: Provides services (education, healthcare, trade).

Economic Infrastructure

• Essential systems and structures for efficient society functioning.
• Includes transportation, social, water/sanitation, and communication infrastructure.