Principles of Management

• Management is the coordination and administration of tasks to achieve a goal
• This includes setting the organization's strategy and coordinating the efforts of staff to accomplish these goals through the application of available resources
• Management involves planning, organizing, leading, and controlling resources

Four Functions of Management

• Planning: Defines goals, establishes strategy, and develops sub-plans to coordinate activities
• Organizing: Determines what needs to be done, how it will be done, and who is to do it
• Leading: Directing and motivating all involved parties and resolving conflicts
• Controlling: Monitors activities to ensure they are accomplished as planned

Key Management Skills

• Conceptual Skills: The ability to think and conceptualize about abstract and complex situations
• Design Skills: The ability to solve problems in ways that will benefit the enterprise
• Interpersonal Skills: The ability to work with, understand, mentor, and motivate other people, both individually and in groups
• Communication Skills: The ability to transfer information to others effectively
• Technical Skills: Knowledge of and proficiency in a specific field

Management Levels

• Top Managers: Responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization
• Middle Managers: Manage the work of first-line managers
• First-Line Managers: Manage the work of non-managerial employees who are directly involved with the production or creation of the organization’s products

Types of Managers

• General Manager: Responsible for managing a clearly defined revenue-producing unit
• Functional Manager: Responsible for a single area of activity, such as finance, operations, or marketing
• Supervisory Manager: Responsible for coordinating a subgroup of a particular function or a team composed of members from different parts of the organization

Roles of Managers (Mintzberg)

• Interpersonal Roles: Involve providing information and ideas
• Figurehead: Symbolic head; required to perform routine legal or social duties
• Leader: Responsible for the motivation of subordinates
• Liaison: Maintains a network of outside contacts
• Informational Roles: Involve processing information
• Monitor: Receives a wide variety of information; serves as nerve center of internal and external information
• Disseminator: Transmits information received from outsiders or from other employees to members of the organization
• Spokesperson: Transmits information to outsiders on organization’s plans, policies, actions, results, etc.
• Decisional Roles: Involve using information
• Entrepreneur: Searches organization and its environment for opportunities and initiates projects to bring about change
• Disturbance Handler: Responsible for corrective action when the organization faces important, unexpected disturbances
• Resource Allocator: Responsible for the allocation of organizational resources
• Negotiator: Responsible for representing the organization at major negotiations

Efficiency vs. Effectiveness

• Efficiency: Doing things right, or getting the most output from the least amount of inputs
• Effectiveness: Doing the right things, or completing activities so that organizational goals are attained

Management Approaches

• Scientific Management: Focuses on improving productivity and efficiency through scientific methods
• Key figures: Frederick Taylor
• Administrative Management: Emphasizes the overall organization structure and management processes
• Key figures: Henri Fayol, Max Weber
• Behavioral Management: Focuses on understanding and influencing employee behavior
• Key figures: Elton Mayo, Abraham Maslow, Douglas McGregor
• Quantitative Management: Uses quantitative techniques to improve decision-making
• Systems Management: Views organizations as systems with interrelated parts
• Contingency Management: Recognizes that there is no one best way to manage; it depends on the situation

Organizational Structure

• Organizational structure defines how job tasks are formally divided, grouped, and coordinated
• Key elements include:
• Work specialization
• Departmentalization
• Chain of command
• Span of control
• Centralization and decentralization
• Formalization

Organizational Culture

• Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations
• Key characteristics include:
• Innovation and risk-taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability

Leadership Styles

• Autocratic: Centralized decision-making, leader dictates work methods
• Democratic: Employee involvement in decision-making
• Laissez-faire: Hands-off management, employees make decisions
• Transformational: Inspires and motivates employees to achieve extraordinary outcomes
• Transactional: Guides or motivates employees by clarifying role and task requirements

Motivation Theories

• Maslow's Hierarchy of Needs: Physiological, safety, social, esteem, self-actualization
• Herzberg's Two-Factor Theory: Hygiene factors and motivators
• McClelland's Three Needs Theory: Achievement, power, affiliation
• Expectancy Theory: Motivation is based on perceived probabilities of success

Communication Process

• The communication process involves:
• Sender
• Encoding
• Message
• Channel
• Decoding
• Receiver
• Feedback

Controlling Process

• The controlling process involves:
• Establishing standards
• Measuring performance
• Comparing performance against standards
• Taking corrective action

Decision-Making Process

• The decision-making process involves:
• Identifying a problem
• Identifying decision criteria
• Allocating weights to the criteria
• Developing alternatives
• Analyzing alternatives
• Selecting an alternative
• Implementing the alternative
• Evaluating decision effectiveness

Importance of Ethics in Management

• Ethical management builds trust, promotes integrity, and fosters a positive work environment
• Unethical behavior can lead to legal issues, damage to reputation, and decreased employee morale

Change Management

• Change management involves managing the transition of individuals, teams, and organizations from a current state to a desired future state
• Key aspects include:
• Identifying the need for change
• Planning the change
• Implementing the change
• Evaluating the change