Management review - Chapter 1 (Starting of part 1....

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Chapter 1 (Starting of part 1… introduction) The nature of management is to motivate and coordinate others Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources An organization is a social entity that is goal directed and deliberately structured. Organizational effectiveness – providing a product or service that customers value. Organizational efficiency refers to the amount of resources used to achieve and organizational goal. Three categories of skills: conceptual, human, and technical Not all managers’ jobs are the same: First-line managers Middle managers Top managers/executives Ten Managerial roles Informational Monitor Disseminator Spokesperson Interpersonal Figurehead Leader Liaison Decisional Entrepreneur Disturbance Handler Resource Allocator
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Negotiator Five leadership skills for crisis management 1. Stay calm. 2. Be visible. 3. Put people before business. 4. Tell the truth. 5. Know when to get back to business. Management Perspectives over time
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Scientific Bureaucratic and Administrative Bureaucratic Subfield of classical perspective Lead by Max Weber Impersonal, rational management focused on efficiency Administrative Principles Unity of command
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Division of work Unity of direction Scalar chain Humanistic perspective Understanding human behavior…. needs and attitudes Human-Relations Movement – more enlightened treatment of employees. Human-Resources Perspective – focus on worker participation and considerate leadership. Theory X and Theory Y Behavioral Sciences approach Draws from sociology, psychology, anthropology, economics and other disciplines Organizational development stems from this approach Improve organizational health and effectiveness Cope with change and improve relationships Greatly influenced management since 1970s Total Quality Management Associated with Japanese companies Emerged from W. Edwards Deming; “father of quality movement” Managing the entire organization to deliver quality
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Infuse quality in all activities and processes Employee involvement, customer focus, benchmarking, continuous improvement Chapter 2: the environment and corporate culture (Start of part 2… the environment) The external environment The elements of the world constantly change Environment encompasses far-reaching global changes General Environment: Outer layer that directly affects organization Task Environment: Sectors that conduct transactions with the organization Internal Environment: Elements within the organization boundaries The general environment
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International: Globalization influences all other aspects of the external environment New competitors, customers, suppliers Changes in social, technological and economic trends All organizations must compete and think globally Economic power has shifted to China and India
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This note was uploaded on 05/02/2011 for the course BUSINESS 100 taught by Professor Betker during the Spring '08 term at Saint Louis.

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Management review - Chapter 1 (Starting of part 1....

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