Management Evolution PDF

Management Evolution Quantitative management Viewpoint It focuses on the use of mathematical, statistics and information aids to support managerial decision making and organisational effectiveness. Incorporates analytical and numeric techniques into management methods  Ma...

Management Evolution Quantitative management Viewpoint It focuses on the use of mathematical, statistics and information aids to support managerial decision making and organisational effectiveness. Incorporates analytical and numeric techniques into management methods  Management Science Operations Approaches Management Management Information Systems  An approach aimed at increasing decision effectiveness through the Management Science/operations use of sophisticated research mathematical models and statistical methods.  Queuing theory helps allocate service personnel to minimize customer waiting time and service cost. Management Science/operations research Breakeven analysis – calculates the point at which revenues cover cost under different what if conditions.  Is concerned with helping the Operations organisation produce Management its products more efficiently.  It includes areas of: Operations – Inventory management – Management enables organisations to know the optimal order quantity to save resources.  Just -in –time – (JIT) JIT reduces costs and Operations improve workflow by Management scheduling materials to arrive at a workstation or facility ‘just in time’ to be used.  The field of management that focuses on designing and implementing computer-based Management information systems for use by management. Information Systems Systems are used to process data into information to help managers in making daily decisions.  Systems Approach Contingency Approach Contemporary viewpoint Other Approaches: Theory Z Total Quality Management (TQM)  This approach goes beyond Systems the internal organisation by looking at the external Approach environment.  A system – a set of interrelated parts that operate as a whole in pursuit of common goals. Systems –Inputs Approach –Transformation Processes –Outputs –feedback  Types of systems Closed (focuses on internal efficiency) open - interacts with other systems to establish exchange relationships  Contingency Theory The idea that the organisation suggests that universal theories structures and control systems cannot be applied to organisations managers choose depend on – are because each organisation is contingent on – characteristics of unique. the external environment in which the organisation operates.  A combination of Japanese and Theory Z American principles. Propounded by William Ouchi  Theory Z Involves: Giving workers job security Including them in some decision making Emphasizing group responsibility Establishing gradual-advancement policies More informal control Broader career paths Showing greater concern for employees work and non work well-being.  Is managing with an organisation- wide commitment to continuous improvement to product quality and customer needs. Total Quality Management TQM applies to all in the organisation from resource acquisition through production and into the distribution of finished product  – Focus is on customer satisfaction which ultimately leads to customer loyalty. – It requires top management commitment TQM – Quality improvement teams – groups responsible for solving quality and productivity issues – Benchmarking – identifying best practices within and outside ones industry to enable one to compare standards ISO 9000, 9001 and ISO 1400 – refers to a set of quality standards created by the international organisation for standardization