Professional Documents
Culture Documents
FOM 1.1
Organization
A systematic arrangement of people brought together to accomplish some specific purpose
FOM 1.5
Structure
FOM 1.3
Supervise Others
Top Managers
Middle Managers
First-Line Managers Front-Line Employees
Work on Jobs
Management
Process of getting things done, efficiently and effectively, through and with other people
FOM 1.8
Management Activities
Planning
Defining goals and establishing action plans
Organizing
Determining what needs to be done, in what order, and by whom
Effective Management
Controlling
Monitoring activities to ensure that they are achieving results
Leading
Guiding and motivating all involved parties
FOM 1.10
Scientific management--one best way General administrative theories--universal set of activities Human relations--importance of human factor Today, management is a blend scientific (efficiencies), general administrative (bureaucracy), and human relations (employees have a large impact on success of company)
FOM 1.7
Scientific Management
Developed by Frederick Taylor One best way to get the job done Viewed workers as inefficient Promoted Four Principles
1. Develop a science for each component of work 2. Scientifically Select and Train Workers 3. Actively cooperate with workers 4. Divide work equally between workers and management
FOM 1.8
Developed by Fayol Described management as universal set of activities. Focuses on division of labour, clear hierarchy, rules and impersonal relations
FOM 1.9
Human Relations
Idea surfaced in early 20th Century Focused on the notion that work was done by people Need to focus on human element Maslow and motivation and Theory X and Theory Y
FOM 1.10
Decisional
Informational
FOM 1.11
Importance
High
Large Firms
Resource Allocator
Moderate
Disseminator
Low
Entrepreneur
FOM 1.12
Identify critical problems Gather and use appropriate data Make sense of the information Choose the best course of action
FOM 1.13
FOM 1.14
TECHNICAL
POLITICAL
FOM 1.15
Conceptual Skills
Mental ability to analyze and diagnose complex situations Allow Managers to see how things fit
FOM 1.16
Interpersonal Skills
Ability to work with, understand, mentor and motivate others Both individually and as a group Many managers fail in this
FOM 1.17
Technical Skills
FOM 1.18
Political Skills
Ability to enhance one position, build a power base, and establish the right connection
FOM 1.19
FOM 1.20
Management Competencies
Initiate and implement change Monitor, maintain and improve performance Monitor and control resources Secure effective resource allocation Recruit and select staff
(continued)
FOM 1.21
Develop teams, individuals, and self Plan, allocate, and evaluate work Create, maintain, and enhance relationships Seek, evaluate, and organize information Exchange information to solve problems
FOM 1.22
Management is no longer constrained by national borders Managers need to understand what is going on in the world Managers need to take into consideration different economic, political, legal and cultural systems in other countries
FOM 1.23
FOM 1.24
Globalization--doing business on a world-wide scale Managers need to be sensitive to issues in other countries Managers also need to be aware of different cultures in Canada
FOM 1.25
Good managers can help an organization perform successfully Poor managers can do the reverse Managers tend to earn more as their responsibilities and accountabilities increase
FOM 1.26
Management affects everyone in an organization Poorly managed organizations will not be successful A good manager is a combination of many factors
FOM 1.27