Stjórnun í fyrirtækjum, kafli 1

Chapter 1 - Management In Companies

• An organization is a group of individuals collaborating to achieve specific goals and create value.
• Tangible resources encompass physical assets like buildings, equipment, and financial capital.
• Intangible resources are non-physical assets including information, reputation, and expertise.
• Competence refers to a company's capabilities and skills applied to leverage its resources effectively.
• Value arises when resources are transformed into products or services exceeding the initial costs, including conversion expenses.
• Management occurs whenever people take responsibility for a task and attempt to influence its progress and outcome.
• A manager is someone who achieves success by interacting with people and other resources.
• A manager's role involves accountability for resource utilization within an organization to achieve objectives, functioning within a structured organization.
• Management is about creating organizational structures that are effective, where both actions (what) and methods (how) contribute to value creation.
• Through transformation of resources, managers generate value in goods or services.
• Management is the act of achieving goals through people and resources. It involves planning, organizing, leading, and controlling resources.
• Management is situational and relies on assumptions.
• As work responsibilities are delegated to owners or agents, rather than performed by workers themselves, management becomes a distinct role.
• A role refers to others' expectations of an individual in a specific position.
• General managers oversee the overall performance of a division or unit within a company.
• Functional managers are experts within their department's operations within the company.
• Line managers directly manage tasks which affect client needs
• Staff managers help line managers perform their jobs
• Project managers manage projects intended to change something inside of the company or the outside environment
• Entrepreneurs identify market opportunities and mobilize resources to launch profitable ventures.
• Stakeholders include individuals, groups, or organizations with an interest in the actions of the organization.
• Networking involves building, maintaining, and utilizing relationships with people (both inside and outside the company) for work-related assistance.
• Management tasks involve planning, organizing, leading, and controlling the use of resources to enhance their value.
• Critical thinking is about discerning the reasoning behind ideas, relating them to situations
• Sustainability involves meeting current needs while ensuring that the environment is maintained for future generations.
• Corporate governance is about ensuring in company leadership that interests are in line with all stake holders in an equal way

Summary of Chapter 1

• Managers enhance the value of resources by transforming inputs into higher-value outputs or services, fostering company skills, and continuous improvement
• Management is a universal human activity everyone does to some extent. More specifically, it is done in organizations by many people
• There are many different types of managers such as general, functional line staff, project managers and entrepreneurs
• Managers influence others to add value to resources
• Through, among other things, stjórnunaraðferðir
• Inner context of an organization helps or hinders managers such as goals, technology, client processes, money, structure, staff culture, power and people
• Critical thinking is a positive attitude from people to improve their work processes

Chapter 2 - Management theories

• A model (or theory) explains complicated processes by finding the information that matters and how they connect

• The term mental model is used to describe the thoughts stjórnendur. They use the thoughts influence what they think is important and give us tunnel vision

• A Metaphor is used to explain main character traits of something

• Scientific management attempts to improve factories

• Operational management helps managers come to agreements with numbers

• Bureaucracy means following a consistent procedure rather than judgement

• Stjórnsýslu stjórnun wants to use stofnanir and regulations rather than using personal character traits to finish work

• Human relation approach means the stjórnandar are good with people so the workplace is nice

• Systems means that every piece is tied in to the rest of the group

• An open system is one that talks to its immediate environment

• System boundary is the border around its immediate environment

• Subsystem means there is another system inside of the border

• Socio-technical means a system depends on all the workers in a given area

• The company's success depends on how well it can adapt its plans

• Complexity in flækjustig means the more flækjustig in a system the fast the environment can change

• Summary of chapter 2-:

• Líkön help people study for at skilja what needs to be done. Líkön help with fjölhyggju and gagnrýna

• The Competing Values Framework helps okkur what needs to be done because of the innri and ytri environment around companies

• The líkön help people Skilvirkni og mælanleiki what to do to have reglur and skipulag

Different types of people

• Opna systems have a lot of flexibility
• Tengja issues