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Unformatted text preview: CHAPTER ONE Management the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organization resources. Organization a social entity that is goal directed and deliberately structured Effectiveness the degree to which the organization achieves a stated goal Efficiency the use of minimal resources raw materials, money and people to produce a desired volume of output Performance the organizations ability to attain its goals by using resources in an effective and efficient manner Management skill categories: human, conceptual, technical Roles categories: informational, interpersonal, decisional Interim managers managers not affiliated with specific organizations but work on a project by project basis or provide expertise to organizations in a specific area Technology enables companies to shift to outsourcing, joint ventures, and alliances Empowering leadership guiding people towards goal accomplishments though vision, values and regular communication while trusting employees to get their work done Learning organization an organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve and increase capability Classical perspective management perspective that emerged during the 19 th and 20 th centuries that emphasized a rational, scientific approach to the study of management Scientific management a subfield of classical that emphasized scientifically determined changes in management practices as the solution to improving labor productivity Lillian and Frank Gilbreth: contributed to the principles of scientific management Bureaucratic organizations subfield of classical perspective that emphasized management on an impersonal, rational basis through clearly defined authority, formal records and separation of power. Unity of command each subordinate receives order from only ONE superior Division of work managerial work and technical work are amenable to specialization to produce more and better work with the same amount of effort Unity of direction similar activities in an organization should be grouped together under one manager Scalar chain chain of authority extends from the top to the bottom of the organization and should include every employee Five functions of management: planning, organizing, commanding, coordinating, controlling Mary Parker Follett (1868-1933) importance of people rather than engineering techniques and created the concept of empowerment Chester Baranrd (1886-1961) informal organization of relationships to create friendship, acceptance theory of authority where it states people have free will to make choices that positively benefit them Humanistic perspective management perspective that emerged in 1930 and emphasized understanding, human behavior, needs and attitudes in the workplace...
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- Spring '10