Business Management Notes PDF

LESSON 1: MANAGING IN TODAY’S WORLD LESSON 2: MANAGEMENT AS A PRACTICE Top 5 Challenge Trends: Management Responsible for the processes of getting activities 1. Increasing Environmental Concerns...

LESSON 1: MANAGING IN TODAY’S WORLD LESSON 2: MANAGEMENT AS A PRACTICE Top 5 Challenge Trends: Management Responsible for the processes of getting activities 1. Increasing Environmental Concerns completed efficiently with and through other people Sol: Closer connection through internet and setting and achieving the firm’s goals through 2. Greater Personalization and Customization the execution of four basic management functions: Sol: Going global in terms of references planning, organizing, leading, and controlling. Both 3. Fast Pacing Innovation sets of processes utilize human, financial, and Sol: Going mobile in tapping with employees, material resources. suppliers and customer 4. Increasing Complexity 4 Functions as the P-O-L-C Sol: Increase business platform for wider 1. Planning: Setting objectives, determine course contribution, promotion and collaboration action; 5. Increasing Competition for Talent Sol: Remodeling the ob design & recruitment 2. Organizing: Organizational structure and human systems resource; Magnitude of Effects Over the Next 5 Years 3. Leading: Social and informal influences: - Competition of talent will intensity personality, behavior and motivation; - Economic activity will shit globally - Increase technological connectivity 4. Controlling: Ensures consistent good - Increase in demand for natural resources performance in compliance to standards and - Aging population policies - Significant change on Consumer landscape - Organizations on becoming complex Process of Management - Emergence of new industry structures Input Process End Results Effects on Architecture Industry 1. Men & Women Planning Goals - Timeliness in Visualization 2. Machinery Organizing - Online revolve of funds 3. Materials Direciting - Digital collab and delivery 4. Money Controlling - Urgency for Sustainability 5. Resources - Personalization to Ergonomics - Relations to Allied Disciplines Who are Managers? - Sustainability driven design approach Traditional - Top managers ensure the organization’s competitiveness and lower level managers and employees’ job security; - Lower-level managers and employees implement top management’s strategy with Tiny Homes Adaptive Reuse loyalty and obedience Contemporary - Empowered lower-level managers and employees are responsible for the organization’s competitiveness and their own development; Biophilic Urbanism - Top management support personnel development and ensure employability 2ND SET 5 Steps of Decision-making Process Functional Managers - Efficiency and effectiveness 1. Recognition - Recognize existing problems - Principal Architect and/or opportunity; Supervisor/Team Manager - Coordinates subgroups to ensure target 2. Collection - Collect information, identify solution; goals are achieved evaluate strengths and weaknesses; - Supervising Architect: Junior Architect Line/Service Manager 3. Selection - Select alternative solutions, options; - Quality assurance for products/services Pros and Cons - Project Manager Staff Manager 4. Action - Putting identified options into action; - Leads indirect inputs (accounting/marketing) Project Manager 5. Feedback - Gather feedback on how effective - Planning, execution and closing was the chosen plan; - Architect-in-charge of Construction or Construction Manager What is the Manager’s Skill? General Manager Skill is the ability to do something proficiently - Revenue producing units; take orders from top managers then set goals and delegate to 3 Basic Categories staff - Architect-of-Record Technical - Supervisory management; expertise; 1ST SET: production level Top Managers - Archt’l Practice: Implementation Team - Stewards for Vision and Mission Executives Human Relations - Develops Organizational Strategy - Middle management; motivation level Chief Executive Officer towards accomplishment - Empowers overall employees and - Archt’l Practice: Admin Team, HR, or Staff stakeholders Manager, Logistics Founder - Approves/terminates the Board of Directors distribution of funds Conceptual Skills - Top management; evaluates organization relating to external environments, situation; develop alternative courses; - Archt’l Practice: Planning Team and the Principal Architect LESSON 3: HISTORY AND EVOLUTION OF - Measurement Standardization - in terms of MANAGEMENT weights and coins; - Corporation - group of people authorized to EARLY ORIGINS act as a single entity; Shareholder Hammurabi -The Babylonian King (1810 BC - 1750 Italians (1494) - Italian Luca Pacioli BC) - Accounting - Written laws and commands: regulating a - Corporation wide variety of behaviors such as: - Business dealings; John Florio or Giovanni Florio (1553-1625) - - Interpersonal relations; Renaissance Humanist; Protestant - Punishments; - Management to English Language - Set wages - He wrote the 1st comprehensive Italian-English Dictionary Summerians - Earliest known civilization (now Iraq) (5500 BC - 3300 BC) - Writing; - Trade Nebuchadnezzar - Babylonian King (1121-1100 BC) - Incenties (food) - An papa han kan Kian sangkay na kuripot Ancient Egyptians - 4th millennium BCE - Division of Labor - Coordination - Specialization (ideal number of workers per supervisor to ten) Sun Tzu Dynasty - China (206 BCE - 22- CE) - Division of labor - Coordination - Communication - Sun Tzu’s Art of War Han Dynasty - China (206 BCE - 22- CE) - Bureaucracy - Government characterized by specialization of functions adherence to fixed rules and hierarchy of authority; - Meritocracy - a system in which the talented are chosen and moved ahead on the basis of their achievement Ancient Greeks - Northeastern Mediterranean Civilization (12th - 9th Century BC) - Division of Labor - Based on Plato’s recognition of human diversity; - Development of Managerial Skills - information sharing and analysis (Socrates) Ancient Romans - Italy (8th Century BC) LESSON 4: HISTORY AND EVOLUTION OF - Lacking chronological timelines MANAGEMENT - No formal organizational structure; depending on the personal relationships of INDUSTRIAL REVOLUTION the principals and employees to do the work. Introduction of machines for lesser human labor CLASSICAL APPROACH Industrial Revolution: - Taylor-Made Management - Administrative Management Adam Smith (17th Century)- Scottish economist - Bureaucratic Management and moral philosopher - Contingency and System Approach - “The Wealth of the Nation” a precursor to modern academic discipline of economics CA: Taylor-Made Management - Idea of Specialization, coordination within - Management theory that analyzes work flows corporations as a source of economic growth to improve economic efficiency, especially labor productivity; Canals and Railroads - Developed by Frederick Winslow Taylor - Faster and cheaper trades of goods, raw 1880s & 1890) in US manufacturing materials and services in large volumes industries - Direct linkages of industrial/commercial - Piecework Production- workers were paid centers between midlands to districts for how much they produced - Faster sending of written communication - Time Management- by breaking down a person’s workday into series of activities Development of Steam Engine (1760-1840) based on their capability - Improved the transportation of goods and - Task Management System - the process of raw materials; effectively and efficiently tracking, managing, - Lowered production and transportation costs and executing the life cycle of a task or many tasks within a project, from inception to Factory Production execution. - Standardization of goods and services - Cost Control System - Employed hundreds and thousands of - 4 Principles of Management workers producing mass batches of 1. Develop the science of each element standardized goods more cheaply of man’s work 2. Scientifically select & train, teach and Telegraph System develop the workman - Faster communication along long distances 3. Heartily cooperate with the men to between cities, states and countries ensure all work are being done - Reduced information costs 4. Equal division of the work & - Facilitated faster development of business responsibility between management and military strategies and workmen and pay based on results Resulted to Worse Conditions - Carl G. Bath - “what made a worker tired”, - Pollution Slide rule (how much steel to cut) - Urban Slums - Henry Gantt - Developed a Gantt; precise - Exploitation of Workers (including children) control over production process; Bonus system Influence to Architectural Industry - Frank Gilbreth - “fatigue and how to - 19th Century: architecture as a full-time improve pay” & “no smoking on the job”, profession promotion - Lacking evidence unto what company was able to build the first architectural firm  - Lilian Gilbreth - “to understand how to work better, we must understand the worker”, Modern kitchen CA: Administrative Management CA: Contingency Management - An approach on overall management to aid - An approach to understand the internal top managers in setting the direction and conditions that organizations face and have coordination of a company (1870s); to handle (1940s); - Developed by Henry Fayol (1841-1925) as - Developed by Fred E. Fiedler as Administrative Theory or Fayolism Contingency Theory of Leadership - Three Principles - Raises issues on 1. The need for Unity of Command 1. Manager’s actions are the products of 2. Works focus on the Social aspect and outside factors monetary compensation 2. How firms compete against each 3. Emphasis on the Notion of justice other will be determined by the within organization external environment - 5 Functions of Management 3. Adapting and managing external risks 1. Planning 2. Organizing CA: Systematic Management 3. Staffing - And approach to understand the external 4. Controlling conditions that organizations face and havre 5. Directing to handle (1940s); - Developed by Kenneth Boulding, Daniel CA: Bureaucratic Management Katz, Robert Khan, and Ludwig von - An approach focused on th implement Bertalanffy as System School. strategy (middle managers) based on law, - Raises issues on precedent & rule rather than whim (1890s); 1. Technology play a role in how much - Developed by Max Weber (1864-1920) as training workers should receive Bureaucratic theory; 2. Adapting and managing external risks - 8 Principles 1. Specialized rules 2. Recruitment based on merits 3. Uniform Principles on Placement, promotion and transfer 4. Careerism with systematic salary structure 5. Hierarchy, responsibility, accountability 6. Subject of official conduct to strict rules of discipline and control 7. Supremacy to abstract rules 8. Impersonal authority