Principles of Management

• Management: Accomplishing tasks through others to achieve organizational goals.

Efficiency vs. Effectiveness

• Efficiency: Completing work with minimal waste.
• Effectiveness: Accomplishing tasks that fulfill organizational objectives.

Four Functions of Management

• Planning: Setting performance objectives and determining necessary actions.
• Organizing: Assigning tasks, allocating resources, and coordinating activities.
• Leading: Inspiring enthusiasm to work towards fulfilling plans and objectives.
• Controlling: Measuring work performance, comparing results to objectives, and taking corrective action.
• These functions are cyclical, not linear.

Types and Levels of Management

• Top Managers: Make long-term decisions about the organization's direction, setting objectives, policies, and strategies.
• Middle Managers: Implement top management policies and plans, supervising first-line managers.
• First-Line Managers: Focus on short-term operating decisions and direct daily tasks.

Management Skills

• Technical Skills: Proficiency in specific tasks.
• Conceptual Skills: Ability to think critically and analytically.
• Human Skills: Ability to work with and motivate others, demonstrating emotional intelligence.

Fredrick Taylor and Scientific Management

• Frederick Taylor aimed to maximize efficiency and prosperity for both employer and employee.
• Principles of scientific management were written in 1911.
• Scientific Management: Analyzes and synthesizes workflow processes to improve labor productivity.
• "Rate buster" refers to the most efficient worker who served as a model, contributing to the rise of the assembly line.

Limitations of Scientific Management

• Can lead to low job security, low job satisfaction, high stress, and dehumanization.

Max Weber and Bureaucratic Management

• Bureaucracy, defined by Max Weber, focuses on authority, responsibility, and process to address organizational inefficiencies.

Characteristics of Bureaucracy

• Clear division of labor leads to highly skilled workers.
• Clear hierarchy defines authority and responsibility.
• Formal rules and procedures dictate expected behavior.
• Impersonality: Ensures no special treatment.
• Career advancement is based on merit and ability.

Limitations of Bureaucracy

• Can result in inflexibility and slow adaptation, making it unsuitable for all organizations.

Hawthorne Studies

• Aimed to determine how economic and physical incentives affected productivity such as additional breaks and lighting.
• Illumination studies examined different light levels and measured worker productivity.
• Productivity increased when workers knew they were observed.
• Social and psychological factors influenced productivity.
• Gave rise to human resources.

Theory X vs. Theory Y

• Theory X: Assumes employees dislike work and lack motivation, favoring a directive, command-and-control style.
• Theory Y: Assumes employees are willing to work, responsible, and creative, favoring a participative style.

Personality

• Unique combination of individual characteristics.

Big Five Personality Traits

• Extraversion
• Agreeableness
• Conscientiousness
• Neuroticism
• Openness

Perception

• The process of receiving and interacting with information from the environment.
• Selective Perception/Attention: Specifically analyzing and focusing on one thing at a time.

Locus of Control

• Internal: Belief that success and failure are controlled by one's own actions.

• External: Belief that external factors control what happens.

• Halo Effect: Forming an overall impression based on one characteristic.

• Stereotypes: Describing an entire group based on limited attributes.

• Projection: Assuming everyone thinks like oneself.

Motivation

• Psychological processes that arouse and direct goal-directed behavior.

Maslow's Hierarchy of Needs

• Unmet needs motivate people.
• Self-fulfillment needs equate to self-actualization.
• Psychological needs include esteem, love, and belonging.
• Basic needs encompass physiological and safety needs.
• Higher-order needs: Satisfied by self-actualization and esteem needs.
• Lower-order needs: Satisfied by social, safety, and physiological needs.
• Not intended as a work motivation theory.

McClelland's Acquired Needs (no hierarchy)

• Need for achievement: Desire to excel and master challenging goals.
• Need for affiliation: Desire for good relationships.
• Need for power: Desire to control influence.

Two Forms of Power

• Personal: Controlling others for self-interest.
• Social: Controlling others for the good of others and being socially responsible.

Equity Theory

• Focuses on how social supervisors can motivate individual behavior.

• Inputs: Employee contributions to the company.

• Outcomes: Rewards employees receive.

• Referents: Comparisons to others.

• Equity exists when Self O/I = Referent O/I

• Inequity exists when a person's O/I differs from their referent's O/I.

• Negative Inequity: Under-rewarded; the referent's O/I ratio is greater than yours.

• Positive Inequity: The referent's O/I ratio is less than yours.

• Goal Setting Theory: Goals should be specific, measurable, achievable,realistic, and timely.

Team Definition

• Collection of people with complementary skills working together to achieve shared goals and holding each other mutually accountable for performance results.

Types of Teams

• Formal, informal, project, virtual, cross-functional.
• Team Norms: Informally agreed standards that regulate team behavior.

Team Cohesiveness

• The extent to which members are attracted to the team and motivated to stay in the team.
• Cohesive teams retain members, promote cooperation, and achieve high performance.

Team Size

• Ideal size is 4-6 members.

Five Stages of Team Development

• Forming, storming, norming, performing, adjourning.

Leadership Definition

• Ability to influence employees to voluntarily pursue organizational goals.
• Trait Theory: "Leaders are born, not made;" limitations don't study situational contingencies.

Leadership Behaviors

• Initiating structure (job-centered).
• Consideration (employee-centered).
• Path-Goal Theory: Leaders adapt leadership styles based on employee and contingency factors.

Responsibilities of Managers vs. Leaders

• Leaders: Manage people, articulate a vision, act decisively, and prioritize people.
• Managers: Manage resources, execute plans, implement visions, act responsibly, and prioritize the customer.
• Leaders typically study the overall direction for the company, while managers have a shorter-term focus.