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Principles of management and leadership: chapters 1-3

Terms in this set (42)

Management
Getting things done through others and controlling how they happen
Four Functions of Management
1. Planning
2. Organizing
3. Leading
4. Controlling
Different kinds of managers
top managers, middle managers, first-line managers, and team leaders
Major Roles of Managers
Preform ceremonial duties, motivate and encourage workers to accomplish objectives, and deal with others
What do companies look for in managers?
technical skills, human skills, conceptual skills, motivation to manage
Top Mistakes Managers Make
Insensitive to others, arrogant, betrays trust, overly ambitious, overmanaging, unable to staff effectively
Transition to employee to manager
First 3 months of the year- be the boss, formal authority, manage task, and job is not managing people.
After 6 months as a manager- initial expectations were wrong, fast pace, heavy workload, job is to be problem solver and trouble shooter.
After a year as a manager- no longer a doer, communication, listening, and positive reinforcement, learning to adapt to and control stress, job is people development.
How companies create competitive advantage and why
Employment security, selective hiring, self managed teams and decentralization, high wages contingent on organizational performance, training and skill development, reduction of status differences, and sharing information.
Efficiency
Getting work done with a minimum of effort, expense, or waste.
Effectiveness
accomplishing tasks that help fulfill organizational objectives
Planning
determining organizational goals and a means for achieving them
conceptual skills
The ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or it's affected by its environment.
History of Scientific Management
Fredrick W. Taylor (the father of scientific management), Frank and Lillian Gilbreth (motion studies), Henry Gantt (gantt charts)
History of Bureaucratic and administrative management
Bureaucracy is exercise of control on the basis of knowledge, expertise, or experience. The purpose of it is to achieve an organization's goal in the most efficient way possible
History of Human Relations Management
Focuses on people and sees them as valuable organizational resources in their own right
History of operations, information, systems, contingency management
Involves managing daily production of goods and services. Finds ways to increase productivity, improve quality, and manage or reduce costly inventories
Contingency Approach
holds that there are no universal management theories, and that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place
System
a set of interrelated elements or parts that function as a whole
Subsystems
smaller systems that operate within the context of a larger system
Synergy
when two or more subsystems working together can produce more than they can working apart
closed system
Sustain themselves without interacting with their environments
open system
Sustain themselves only by interacting with their environments, on which they depend for survival
Origins of Management
Sumerians (written record keeping.), Egyptians (planning, organizing, and
controlling to build the pyramids), Hammurabi (controls using witnesses in legal cases), Nebuchadnezzar
(wage incentives and production control), Sun Tzu ( Strategy and identifying and attacking opponents
weaknesses.), Xenophon (management as separate art), Cyrus (human relations and motion study),
Cato( job descriptions), Diocletian (delegation of authority), al-Farabi (leadership traits), Ghazali
(managerial traits), Barbarigo(different organizational forms/structures), Venetians (numbering,
standardization, and interchangeability of parts), Sir Thomas Moore (Critique of poor management and
leadership), Machiavelli (cohesiveness, power, and leadership in organizations.)
Fredrick Taylor's Four Types of Scientific Management
1. Develop a science for each element of a man's work,
2. Scientifically select and train, teach, and develop the workman
3. Heartily cooperate with the men to ensure all the work being done is in accordance
with the principles of science.
4. This is an almost equal division of the work and the responsibility between the
management and the workmen. The management take over all the work for which
they are better fitted than the workmen.
Gantt Chart
a graphical chart that shows which task must be completed at which times in
order to complete a project or task.
who proposed the idea of bureaucracy?
Max Weber
External Environments
all events outside a company that can influence or affect it.
(environmental change, complexity, and resource scarcity)
Environmental Change
rate at which a company's general and specific environments change.
stable environment
rate of change is slow
dynamic environment
rate of change is fast
simple environment
has few environment factors (EX: recreational boating industry)
complex environment
has many environmental factors (EX: less-than-truckload)
Resource Scarcity
the abundance or shortage of critical organizational resources in an organization's external environment.
uncertainty
extent to which managers can understand or predict which environmental changes and trends will affect their business.
General Environment
the economic, technological, sociocultural, and political/legal trends that indirectly affect all organizations. (EX: economy, technological trends, sociocultural trends, political/legal trends)
Business confidence indices
shows manager's level of confidence about future business growth.
- specific environment: elements unique to an industry and directly that affect how a company does business. (EX: customers, competitors, suppliers, industry regulations, advocacy groups)
Suppliers dependence
when a company relies on a supplier
buyer dependence
when a supplier relies on a buyer
industry regulation
regulations and rules that govern business practices and procedures of specific industries, businesses, and professions.
advocacy groups
concerned citizens who band together to try to influence the business practices.
external environments
are the forces and events outside a company that have the potential to influence or affect it.
behavioral substitution
the process of having managers and employees perform new behaviors central to the new organizational culture in place of behaviors that were central to the new organizational culture.
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