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Introduction to management - Coggle Diagram
Introduction to management
Management
The pursuit of organisational goals efficiently and effectively by integrating the work of people through planning, organising, leading and controlling the organisation's resources
Efficiency
Use resources wisely and cost-effectively
Effectiveness
Achieve results - making the right decisions and successfully carrying them out to achieve organisational goals
Value of Managers to organisers
Multiplier effect - influence on organisation as manager is multiplied far beyond the results that can be achieved individually
Good managers create this value where exceptional managers are in high demand
Aim nowdays is to create a positive environment for all
Managers can add value
Making good decisions
Forecasting future(Endemic & Price hikes etc.)
Ensuring stock is readily available
Managers can make organisations lose value
Through bullying tactics or cultivating a psychologically harmful environment. Although it may still achieve efficiency and effectiveness, it can create a burdensome environment for employees
Managers generally do/have four principle functions
Planning
Setting goals & Deciding how to achieve them
Organising
Arranging resources, people & tasks to accomplish task
Achieve plan to come up with new product
Given expertise and delegating tasks to set out to achieve goals set by organisation
Leading
Human nature loves rewards and motivation, and this function focuses on just this with managers as leaders, motivating others to do their best (Role models etc.)
Motivating team and influencing others to work hard to achieve goals
4.Controlling
Check performance to see whether they are heading smoothly towards targets or if there are setbacks, things that have to be altered due to slow production etc.
Determine whether the target is too low, and if yes, how to improve it next time – More output etc. if its achievable
Managers should be good critical inquirers
Involves enquiry into:
Intellectual capability
Globalisation
Technology (Things becoming more efficient and more comprehensive, where managers have to decide how to utilise it
Diversity(Differences b/n people and how organisations today have a diverse variety of employees working with them in terms of culture, gender, religion etc.)
ethical & responsible (Ensuring everyone makes most of their time, while not engaging in corrupt practices, harming environment)
Careers & workplace(Current generation focused on gaining experience of many organisations/locations/types of work, where careers are becoming more influx and employees want short term projects to lead to gain new skills/knowledge)
Technology
Growth in technological capabilities through improving internet connectivity of workers and thus changing ways they work
Digitalisation improves productivity of workers while reducing cost of doing business - leading to a more agile workforce with flexibility on its hands helping organisations operate better in globalised marketplace
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Constantly trying to improve intellectual capabilities, helping organisations shine more
History of management
Classical Viewpoint: Scientific Management
Emphasised scientific study of work methods to improve productivity of individual workers
Pioneered in 1900s by
Frederick W. Taylor
Emphasises careful selection and training of workers and supervisory support through Taylor's 4 principles
Develop for every job a 'science' that includes standardised work processes and proper working conditions
Carefully select workers with right abilities for job
Carefully train and incentivise workers
Use scientific principles to plan work methods
Examples of this
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Lillian & Frank Gilbreth
Applied some ideas to raising their 12 children via the following concept:
Identified all motions of a process required of a task/work/job
Determined whether tasks could be done more efficiently by eliminating unnecessary motions
Demonstrated they could eliminate motions while reducing fatigue for certain workers
Administrative management
Concerned with managing total organisation
Max Weber(1864-1920)
Believed that bureaucracy was a rational,efficient,ideal organisation based on principles of logic:
A well-defined hierachy of authority
Formal rules and procedures
A clear division of labour
Impersonality
Careers based on merit
Henri Fayol(1841-1925)
Adminstrative management
First to identify major functions of management:
Planning
Organising
Leading
Controlling
Coordinating
Importance of this approach
Work activity was amenable to rational approach
Application of scientific method,time and motion studies, and job specialisation made it possible to boost productivity
led to later innovations such as management by objectives and goal setting
Problem with classical approach
Mechanistic
Tends to view humans as cogs within a machine - not taking into account importance of human needs(Social, cultural etc.)
Ignores psychological needs of workers
Subjective side of work is neglected
Assumption money is not only motivator(humans have a variety of needs to be met)
Adopt simplistic view of productivity
Group processes are ignored
Collective bargaining and trade unions do not have a role(Manager handled and told what workers could do, so no group of employees could seek changes)
Behavioural viewpoint
Emphasised importance of understanding human behaviour and motivating employees towards achievement
Developed over three phases
Early behaviourism
The Human relations movement
Behavioural science
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Mary Parker Follett
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Hugo Munsterberg
Study jobs and determine which people are best suited to specific jobs
Identify psychological conditions under which employee do their best work
Devise management strategies to influence employees to follow management's interests