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Management - Coggle Diagram
Management
Definition
Getting things done: through the efforts of
other people
by using
control
over
resources
usually related to a formal position
Fayol: Common features of management POCCC
COMMANDING:
supervise sub-ordinates and inspire them to reach company goals. The manager must communicate company goals and policies to subs. Subs should be treated in line with a standard policy.
ORGANISING:
management must organise the workforce in an efficient manner, structure and align the activities of the org. Always maintain a sufficiently skilled and educated workforce.
COORDINATING
:Harmonize the procedures and activities performed by the company
PLANNING
: managers must plan for future conditions, develop strategic objectives and secure the achievement of future goals. Managers must evaluate future contingencies and shape the future operational and strategic landscape
CONTROLLING
: Managers are in charge of making sure that all of the company's activities are in line with its general policies and goals.
It is also the manager's job to observe and report any changes from plans and objectives as well as to take steps to fix any possible changes.
Mintzberg
Decisional
Disturbance Handler:
Managers must take charge when an organisation or team faces a hurdle.
You must also mediate conflicts.
Resource Allocator:
You decide where to allocate organisational resources. This includes allocating funding, staff, and other resources.
Entrepreneur:
You create and control change within the organization. Solving problems, generating new ideas, and implementing them.
Negotiator:
You may need to participate in and direct team, department, or organisation negotiations.
Informational
Monitor:
In this capacity, you look for changes in your organisation and industry's environment.
You monitor your team's well-being and productivity.
Disseminator:
communicate potentially useful information to your colleagues and your team.
Spokesperson:
Managers represent and speak for their organization. In this role, you're responsible for transmitting information about your organization and its goals to the people outside it.
Interpersonal
Leader:
Here you manage the performance and responsibilities of your team, department, or organisation.
Liason:
Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.
Figurehead:
Managers are responsible for social, legal, and ceremonial tasks. ypu must inspire and people respect you as a authority figure
NB concepts in management
Responsibility
Obligation to fulfill task. Responsible to
perform
task
Accountability
Liability to account for fulfillment/failure of task.
Power
The
capacity
to influence others' behaviour (multi-directional).
Sources
:Coercive, reward, legitimate, expert, referent and
negative
E.G of power holders:
CEO, departmental manager, labour unions, management
accountant
Empowerment
Employees allowed relative autonomy when
performing their responsibilities. Within boundaries and Management not constantly supervising
Authority
The
right
to exercise power. downward and includes authority to make decisions
Bases:
Charismatic (referent), Traditional (royal inheritance - coercive/legitimate), Rational-legal (legitimate)
Delegation
Part of Authority and Responsibility assigned
to subordinate, but manager remains Accountable
Management Theories
Classical Theories:
Rules, specializations and hierarchies. Emphasis on technological and economic aspects. Mass productin=NB!
Taylor
Scientific management (engineer) : One best way to do specific work. Train employees for each piece of work.
Money is THE motivato
r
Weber
Bureaucratic management (Weber): Specialisatoin, Hierarchy of authority, Rules, Impersonality, Appoinyed officials, career officials, Full time officials, Public/private division.
Strict rules and regulations over decision making