Professional Documents
Culture Documents
Chapter 1
Managers
and
Management
Organizations- Definition
Organization
A systematic arrangement of people brought together
to accomplish some specific purpose; [applies to all
organizationsfor-profit as well as not-for-profit
organizations].
A place where managers work (manage)
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EXHIBIT 1.1
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Organizational Levels
EXHIBIT 1.2
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Identifying Managers
First-line managers
Supervisors responsible for directing the day-to-day
activities of operative employees
Middle managers
Individuals at levels of management between the firstline manager and top management
Top managers
Individuals who are responsible for making decisions
about the direction of the organization and
establishing policies that affect all organizational
members
Copyright 2004 Prentice Hall, Inc. All rights reserved.
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Management Definition
Management
The process of getting things done, effectively and
efficiently, through and with other people
Efficiency
Means
Effectiveness
Means
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EXHIBIT 1.3
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Management process:
planning, organizing, leading,
and controlling
EXHIBIT 1.4
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18
Management Process1/2
Planning
Includes defining goals, establishing strategy, and
developing plans to coordinate activities
Organizing
Includes determining what tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made
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Controlling
The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations
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Informational
Decisional
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Monitor
Disseminator
Spokesperson
Source: Adapted from The Nature of Managerial Work (paperback) by H. Mintzberg, Table 2, pp.9293.
Copyright 1973 Addison Wesley Longman. Reprinted by permission of Addison Wesley Longman.
EXHIBIT 1.5
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Size of organization
Does the size of an organization affect how managers function
in the organization?
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EXHIBIT 1.6
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Managerial Roles in
Small and Large
Businesses
Source: Adapted from J. G. P. Paolillo, The Managers Self Assessments of Managerial Roles:
Small vs. Large Firms, American Journals of Small Business, JanuaryMarch 1984, pp.6162.
EXHIBIT 1.7
114
Interpersonal skills
A managers ability to work with, understand, mentor, and
motivate others, both individually and in groups
Technical skills
A managers ability to use the tools, procedures, and
techniques of a specialized field
Political skills
A managers ability to build a power base and establish the
right connections
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Classical Contributions
Classical approach
Scientific
management theorists
administrative theorists
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Scientific Management
Frederick W. Taylor
The Principles of Scientific Management (1911)
Advocated
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Henry Gantt
Incentive compensation systems
Gantt chart for scheduling work operations
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Administrative Management
General administrative theorists
Writers who developed general theories of what
managers do and what constitutes good management
practice
Henri Fayol (France)
Fourteen
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8. Centralization
2. Authority
9. Scalar chain
3. Discipline
10. Order
4. Unity of command
11. Equity
5. Unity of direction
6. Subordination of the
individual
7. Remuneration
13. Initiative
14. Esprit de corps
EXHIBIT HM2
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Division of Labor
Authority Hierarchy
Formal Selection
Formal Rules and Regulations
Impersonality
Career Orientation
EXHIBIT HM3
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Hawthorne Studies:
A series of studies done during the 1920s and 1930s that
provided new insights into group norms and behaviors
Hawthorne Effect:
Social norms or standards of the group are the key
determinants of individual work behavior.
Changed the prevalent view of the time that people
were no different than machines.
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The
Organization
and
its
Environment
EXHIBIT HM4
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Organization size
Routineness of task technology
Environmental uncertainty
Individual differences
End of chapter.
Copyright 2004 Prentice Hall, Inc. All rights reserved.
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