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CHAP.1 - MANAGEMENT, MANAGEMENT PERSPECTIVES, NEW APPROACHES, ACHIEVE…
CHAP.1 - MANAGEMENT
WHAT MANAGERS DO
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4. MEASURE (CONTROLLING): set TARGETS & STANDARDS, appraise performance
5. DEVELOP PEOPLE: recognize their work and develop them as people, workers and team members
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SKILLS
HUMAN (MOST IMPORTANT
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- EXPRESS INTEREST IN TEAM MEMBER'S SUCCESS AND PERSONAL WEE-BEING
- GOOD COMMUNICATOR & ACTIVE LISTENER
- HELP EMPLOYERS WITH CAREER-DEVELOPMENT
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CONCEPTUAL (MIDDLE)
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- PRODUCTIVE & RESULT-ORIENTED (TIME MANAGEMENT)
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ACTIVITIES
MULTITASKING
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MOSTLY ON THE PHONE, MEETING, TRAVELING, TALKING TO PEOPLE
ADVANCE PLAN BUT SURROUNDED BY SMALL ACTIVITIES (quick phone calls, scanning emails, spontaneous encounters)
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MANAGEMENT PERSPECTIVES
CLASSICAL: Takes a rational, scientific approach to management and seeks to turn organizations into efficient operating machines.
SCIENTIFIC MANAGEMENT
Scientifically determined jobs jobs and manag. practices to improve efficiency and labor productivity
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BUREAUCRACY
Management on an impersonal, rational basis through clearly defined authority and responsibility, formal recordkeeping, separation of management and ownership.
CHARACTERISTICS
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MANAGERS FOLLOW PROCEDURES THAT ENSURE RELIABLE, PREDICTABLE BEHAVIORS
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From COMPANY OWN BY A SINGLE OWNER (people follow the person rather than the company) to ORGANIZATION WITH RATIONAL AUTHORITY
More efficient and adaptable to change because continuity is related to formal structure and positions rather than to a particular person
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MANAGEMENT SCIENCE
Quantitative Perspective: application of mathematics, statistics, other quantitative techniques to manage management dacision making and problem solving
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HUMANISTIC PERSPECTIVE: understanding human needs, behaviors, attitudes in the workplace
EARLY ADVOCATES
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EMPOWERMENT: Ethics, power, leading in a way that encourage employees to do their best
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ACCEPTANCE THEORY OF AUTHORITY: people have free will and can choose whether to follow management orders
Managers should treat employees properly because their acceptance of authority may be critical to organization success in important situations
HUMAN RELATIONS MOVEMENT
satisfaction of employees’ BASIC NEEDS as the key to increased productivity (based on HAWTHORNE STUDIES)
1895, need of more light to get more productivity
Study: INCREASED OUTPUT IN ORGANIZATION WHERE WORKERS WERE TREATED IN A POSITIVE MANNER (POSITIVE HUMAN RELATIONS)
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NEW APPROACHES
TECHNOLOGY-DRIVEN
BIG DATA ANALYTICS
DIRECT DESCENDANT OF TAYLOR'S SCIENTIFIC MANAGEMENT AND THE RECENT QUANTITATIVE APPROACH OF MANAGEMENT
Technologies, skills, and processes for searching and examining massive, complex sets of data that traditional data processing applications cannot handle to uncover hidden patterns and correlations.
SUPPLY CHAIN MANAGEMENT
Managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.
EX: 1. SUPPLIERS, 2. MANUFACTURERS, 3. DISTRIBUTORS, 4. RETAILERS
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SOCIAL BUSINESS
Use of SOCIAL MEDIA to
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COMPANY'S ONLINE COMMUNITY PAGES (SENSE OF COMMUNITY, KNOWLEDGE SHARING, FACILITATE COMMUNICATION)
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MANAGEMENT TOOLS RANKING
- CUSTOMER RELATIONSHIP MANAGEMENT
- EMPLOYEE ENGAGEMENT SURVEY
- BENCHMARKING
- STRATEGIC PLANNING
- OUTSOURCING
- BALANCED SCORECARD
- MISSION AND VISION STATEMENTS
- SUPPLY CHAIN MANAGEMENT
- CHANGE MANAGEMENT PROGRAMS
- CORE COMPETENCIES
- BIG DATA ANALYTICS
- TOTAL QUALITY MANAGEMENT
Attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
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ACCOUNTING, HR, IT, R&D,
PRODUCTION, SALES
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