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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 organization’s 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
- Management, external environment, general environment, management perspective, organization Greater power