Professional Documents
Culture Documents
Management Development
High performance leading organizations are increasingly distinguished by 7 features: 1. Linking management development to business plans and strategies. 2. Being boundless, flat, nonhierarchical 3. Using global and cross cultural orientation 4. Individualizing learning that is focused within the context of organizational learning 5. Applying customized training aligned with corporate culture 6. Employing a career development focus 7. Focusing on the development of core competencies.
Management as a Process
What do statements like that is a wellmanaged company mean? They seem to imply that management is some type of work or set of activities and that these activities are performed quite well and sometimes not so well.
Management as a Discipline
Classifying management as a discipline suggests that there is a body of knowledge that can be learned. (1) Management is a subject with principles, concepts, and theories. (2) A critical purpose of studying management is to learn how in the process of managing to apply principles, concepts, and theories of management and this is particularly emphasized throughout your internship experiences. (3) This internship semester you will assume the role of a manager even if this is not your current position. Why? To begin to think, analyze, and apply management theories, concepts and
Management As a Career
We are emphasizing management in the internship experiences because we recognize that in todays environment which is fast changing and competitive. We can contribute to successful organizations by providing students with a solid foundation of experience in thinking like a manager while they are learning about the organization. Spend this internship semester thinking about the management theories and principles that can contribute positively to your organization. And also think about how you would manage each situation for a more positive outcome.
Definition of Management
The management process is an integrated whole even though we may describe the process as a series of separate activities to understand the parts. The model we are using identifies the management functions as planning, organizing, and controlling linked together by leading. What does this mean? Planning determines what results the organization will achieve, organizing specifies how it will achieve the results, and controlling determines whether results are achieved and by using planning, organizing and controlling managers exercise leadership.
Leading is the management Organizing process that integrates everything else a manger does. Leadership is a difficult concept to define but means the ability to influence others to pursue a common goal. Think about good leaders that you have known. Good leaders are typically driven by an overriding vision or mission.
Organizing
The organizing, leading, and controlling functions all come from planning. How? These functions carry out the planning decisions. These plans may differ in focus from goals for the short or long term but as a whole these plans are the primary tools for preparing for and dealing with changes in the organizations environment.
Organizing
The purpose of the organizing function is to create a structure of task and authority relationships to achieve the organizations objectives. Organizing can be viewed as turning plans into action and this allows an organization to function effectively as a cohesive whole.
Controlling
The controlling function of management requires 3 elements: 1. Established standards of performance. 2. Information that indicates deviations between actual performance and the established standards. 3. Action to correct performance that does not meet these standards.
Max Weber was the primary architect of the theory of the organization as a bureaucracy. His view of a bureaucracy was a smoothly functioning, highly efficient machine in which each part is tuned to perform its prescribed function.
Henry Fayol was the other major contributor and devised his 14 principles of effective management: Principle 1. Division of Labor: Advocated specialization and increasing workers responsibilities. Principle 2. Management Authority and Responsibility: Managers must have the authority to give orders and be responsible for effectiveness of their departments. Principle 3. Unity of Command: Employees should receive orders from and report to only one supervisor.
Behavioral Approach
The behavioral approach to management has 2 branches: the Human relations approach from the 1950s and the behavioral science approach. In the human relations approach managers must know why their subordinated behave as they do and what psychological and social factors influence them. Advocates of this approach try to show how the process and functions of management are affected by differences in individual behavior and the influence of groups in the workplace. This approach requires managers to recognize employees need for recognition and social acceptance and this results in training in human