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Unformatted text preview: CH.1 Managers : work with and through other people, coordinating their work to accomplish organizational goals. Management: efficieny (doing things right, getting the most output for the least inputs)+effectiveness( doing the right things, attaining organizational goals)=productivity( performance measure that includes both efficiency/effectiveness. Being a manager: Rewards: meaningful, fulfilling work, challenging, creative, support, coach, nurture, recognition, status, good money, opportunities; Challenges: success depends on others’ performance, deal with varied personalities, limited resources+high expectations, long hours, must change, adapt quick CH. 2 General administrative theories: Weber 1900s : Theory of authority based on ideal type of organization (bureaucracy)-rationality, predictability, impersonality, technical competence, authoritarianism, Fayol management functions: planning, organizing,leading, controlling. 14 principles of management. How do we use today (task)? Fayol: foundation for many current management concepts; Weber: many bureaucracy characteristics evident in large organizations (ensure resources used efficient/effective, minimizes creativity, inhibits quick response to change). The systems approach: systems defined: a set of parts that are interrelated & interdependent; arranged to produce a unified whole. Types of systems: closed; open system (environment) : continuously,unpredictability,nonlinearly:inputs transformation outputs Implications of a systems approach: coordination of parts essential for proper functioning of org.;decisions and actions in one area affect others; orgs. Must adapt to changes in their external environment. CAS complex adaptive theory: study of complexity=how order emerges organically from interactions among actors. CAS : continual interactions impact actions/decisions dynamically and nonlinearly; system rules change over time based on interactions; open to energy and information from the environment; small changes create big results. Adaptive advantages of CAS: robustness, error tolerance, self repair, ease of implementation, simple agents. Current Trends and Issues: Globalization, Ethics, workforce diversity, e-business, entrepreneurship, knowledge management: the cultivation of a learning culture; members systematically gather and share knowledge to achieve better performance. Learning Org.: developed the capacity to continuously learn, adapt, change., quality man. CH. 3: Culture: a system of shared meanings and common beliefs, the way we do things around here (values, symbols, rituals, myths, and practices). Culture is a perception, shared, descriptive; largely determines how we act towards each other. 7 dimensions of culture: attention to detail: degree to which employees are expected to exhibit precision/analysis. Outcome orientation: degree to which man. focus on results of outcomes rather then how they are achieved. People orientation: degree to which management decisions take into account the effects on people in the organizations. Team orientation: take into account the effects on people in the organizations....
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This note was uploaded on 03/23/2008 for the course MAN 320 taught by Professor Passovoy during the Fall '08 term at University of Texas.
- Fall '08