Management and Organization PDF

INTRO TO MANAGEMENT AND ORG CLASSICAL ERA 1. Fredick Taylor (Scientific MANAGEMENT Management) - Act of realizing organizational goals - Studied time and motion to...

INTRO TO MANAGEMENT AND ORG CLASSICAL ERA 1. Fredick Taylor (Scientific MANAGEMENT Management) - Act of realizing organizational goals - Studied time and motion to through the efforts of others improve efficiency - The allocation of responsibilities and - Job specialization, provision of resources standardization, and performance based 3 resources: time, effort, money 2. Henri Fayo (Administrative Management) Key characteristics - Defined 14 universal 1. Goal oriented process principles of management 2. Continuous and dynamic activity (division of work, authority, 3. Requires interpersonal skills and responsibility (communication, leadership, conflict, - Focused on organizational resolution) structure and leadership 4. Balances short-term performance 3. Max Weber (Bureaucratic and long term strategy Management) - Emphasized strict rules, ORGANIZATION hierarchical authority and a - Group of people brought together to merit based system for achieve common purposes promotion. - People working together to achieve a certain goal/objective HUMAN RELATIONS ERA - Human, financial, technological 1. Elton Mayo (Hawthorne Studies) resources - Found that employee morale and recognition significantly Key characteristics affect productivity 1. Purpose: shared mission or vision - Shifted focus to employe 2. Structure: Defined hierarchy, roles, satisfaction, teamwork, and and communication flow leadership 3. People: Individuals with defined - Ex. Modern employee responsibilities engagement program ORGANIZATIONAL DESIGN MODERN ERA - The way people concisely 1. Systems Theory: Organization coordinate, develop, and modify the function as system with structure of an organization to interdependent parts optimize function. 2. Contingency Theory: Management - It started with hierarchy in ancient practices should adapt to specific egypt circumstances (flexible approach) 3. Total Quality Management (TQM): HISTORY OF MANAGEMENT AND Focuses on continuous improvement ORGANIZATION and customer satisfaction 14 PRINCIPLES OF MANAGEMENT 3. Contingency Theory: Suggest that 1. Division of Labor no single management approach 2. Authority works in every situation 3. Discipline 4. Unity of Command MANAGEMENT BY OBJECTIVES (MBO) - Worker should only report to ONE vs MANAGEMENT BY EXCEPTION (MBE) superior 5. Unity of Direction MANAGEMENT BY OBJECTIVES (MBO) - One manager and one plan with the - A proactive approach where same objective objectives are set collaboratively 6. Subordination of Individual between managers and employees Interest to General Interest - Key purpose: - Group interest will always be higher 1. Setting clear and measurable than your own interest goals 7. Remuneration 2. Monitoring progress - Rewards of work; motivates the 3. Evaluating outcomes employee to work for rewards - Focuses on GOAL SETTING 8. Centralization 9. Scalar Chain MANAGEMENT BY EXCEPTION (MBE) - There is a line in authority - A reactive approach where 10. Order managers only address significant - Keep everything in order (the work deviations from the norm and the worker) - Key purpose: 11. Equity 1. Establishing benchmarks - Treat workers with kindness and 2. Addressing issues only when justice performance falls outside 12. Stability of Tenure Personnel acceptable limits - Minimize worker turnover to ensure - Focus on PROBLEM SOLVING work accomplishment 13. Initiative LEVELS OF MANAGEMENT - Let the worker have their own 1. Top-Level management freedom Role: Set organizational vision, 14. Esprit de Corps develops strategies, and make key - Harmony decisions Ex: CEO, CPO, Board of Directions MODERN THEORIES 2. Middle-Level Management 1. Behavioral Theory: Focused on Role: Translate strategies into leadership, motivation, and team actionable plans and coordinate dynamics departments 2. System Approach: Emphasizes the Ex: Department Heads, Regional interdependence of diff departments Managers within an organization 3. Lower-Level Management  Role: Supervise daily operations, - Encourages open motivate employees, and handle communication immediate challenges, - Ex. Startups Ex: Team leaders, foremen and 2. Agile Management: Terms adapt supervisors quickly to changes - Common in software MANAGEMENT STYLES development Theory X - Theory Y Hypothesis 3. Holacracy: Decision-making Theory X - autocratic/authoritarian authority is distributed among roles - Perceives their employees are lazy - Reduces the need for formal people management position - POOR RESULTS mostly Theory Y - participative ORGANIZATIONAL STRUCTURES - Perceives their employees are 1. Organizational Chart responsible - Visual representations of an - Disadvantage: Democratic organization's structure approach; Decision making is - Shows role, hierarchies, difficult (dugay maka reach into final 2. Hierarchical Structure decisions kay many kaayo opinions) - Traditional pyramid structure - Produces better outcomes with clear authority levels - Encourages creativity for workers - Best for large, complex organizations 1. Autocratic: Manager makes all - Ex. Government departments decisions and controls all activities 3. Flat Structure - Best for situations requiring - Fewer management levels, decisions promoting flexibility - Ex. Military Leadership - Best for small or fast moving 2. Democratic: Employees participate organizations in decision-making - Ex. Small businesses or tech - Encourages creativity and start ups teamwork - Ex. A marketing agency ORGANIZATIONAL BEHAVIOR brainstorming campaigns - Study of how individuals and groups 3. Laissez-Faire: Minimal supervision; behave within an organizations employees work independently - Importance: Helps managers - Work best with highly skilled understand employee motivation, teams leadership effectiveness and team - Ex. Research teams in tech dynamics firms Key Concepts: - Motivation: Factors that drive TYPES OF NON-HIERARCHICAL employees to perform (rewards, job MANAGEMENT satisfaction) 1. Flat Structure: Few layers of - Leadership: Styles and methods to management influence employees effectively - Culture: The shared values and practices within an organization