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CHAPTER 1: UNDERSTANDING THE MANAGER'S JOB - Coggle Diagram

- - - - TOP MANAGERS: make decisions about activities
      - MIDDLE MANAGERS: plant manager, operations manager, and division head.
      - FIRST-LINE MANAGERS: supervise and coordinate the activities of operating employees.
    - - MARKETING MANAGERS: related to the marketing function
      - FINANCIAL MANAGERS: deal primarily with an organization’s financial resources.
      - OPERATIONS MANAGERS: creating and managing the systems that create an organization’s products and services.
      - HUMAN RESOURCES MANAGERS: hiring and developing employees.
      - ADMINISTRATIVE, OR GENERAL, MANAGERS: tend to be generalists
    - - Planning and Decision Making: Setting the organization’s goals and deciding how best to achieve them
      - Organizing: Determining how best to group activities and resources
      - Controlling: Monitoring and correcting ongoing activities to facilitate goal attainment
      - Leading: Motivating members of the organization to work in the best interests of the organization
    - - The Science of Management:
        
        rational, logical, objective, and systematic.
        
        gather data, facts, and objective information.
        
        use quantitative models and decision-making techniques
      - The Art of Management: intuition, experience, instinct, and personal insights.
    - - TECHNICAL SKILLS: The skills necessary to accomplish or understand the specific kind of work done in an organization
      - INTERPERSONAL SKILLS: The ability to communicate with, understand, and motivate both individuals and groups
      - CONCEPTUAL SKILLS: The manager’s ability to think in the abstract
      - DIAGNOSTIC SKILLS: The manager’s ability to visualize the most appropriate response to a situation
      - COMMUNICATION SKILLS: The manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others
      - DECISION-MAKING SKILLS: The manager’s ability to correctly recognize and define problems and opportunities and tothen select an appropriate course of action to solve problems and capitalize on opportunities
      - TIME MANAGEMENT SKILLS: The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately
- - - - A theory is simply a conceptual framework for organizing knowledge and providing a blueprint for action.
    - - Awareness and understanding of important historical developments are also important to contemporary managers.
      - provides a sense of heritage and can help managers avoid the mistakes
  - - - CLASSICAL MANAGEMENT PERSPECTIVE: Consists of two distinct branches—scientific management and administrative management
      - SCIENTIFIC MANAGEMENT: Concerned with improving the performance of individual workers
      - SOLDIERING: Employees deliberately working at a slow pace
    - - Taylor played the dominant role.
        
        Replaced old work methods with scientifically-based work methods
        
        Studied and redesigned jobs, introduced rest periods to reduce fatigue, and implemented piecework pay systems
        
        Step:
        
        Develop a science for each element of the job to replace old rule-of-thumb methods
        
        Scientifically select employees and then train them to do the job as described in step 1
        
        Supervise employees to make sure they follow the prescribed methods for performing their jobs
        
        Continue to plan the work, but use workers to get the work done
      - Frank Gilbreth and Lillian Gilbreth
        
        Both developed techniques and strategies for eliminating inefficiency.
        
        Frank reduced bricklaying movements, resulting in increased output of about 200 percent.
        
        Lillian made substantive contributions to the fields of industrial psychology and personnel management.
    - - Henri Fayol (1841–1925)