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Fundamental Management - Coggle Diagram
Fundamental Management
Managers and Management
What is an organization
A deliberate arrangement of people brought together to accomplish some specific purpose
3 characteristics of organization
Goals, People, Structure
Who is manager & where they work
Individuals in an organization who direct and oversee the activities of other people in the organization, managers work in organizations
Manager's titles
Top Managers, Middle Managers, First-Line Managers
What is management
The process of getting things done, effectively and efficiently, with and through other people (Efficiency = doing things right), (Effectiveness = doing the right things)
What do managers do
Henry Fayol (4 Management Functions) : Planning, Organizing, Leading, Controlling
Managerial roles
Henry Mintzberg's Managerial Roles : Interpersonal roles, Informational roles, Decisional roles
Skills/competencies of management
Conceptual skills, Interpersonal skills, Technical skills, Political skills
Why should we study management
Understanding organizational dynamics, Understanding Impact of poor management, Understanding success of well-managed organizations, Future career preparation, Gain valuable insights
Factors that are reshaping and redefining management
Customer service, Innovation, Employee engagement
Historical Evolution of Management Thoughts
Early Management (3000 BC-1776)
Egypt (Pyramid)
Venetians (Floating warship assembly lines)
Adam Smith (Division of labor)
Industrial revoluton
Classical Approaches (1911-1947)
Frederick W. Taylor ( Scientific Management)
Henri Fayol & Max Weber (General Administrative Theory)
Fayol 14 Principles of Management
Behavioral Approach (1700-1950s)
Hawthorne Effect/Studies
Abraham Maslow (Hierarchy of five needs)
Douglas McGregor (Theory X & Theory Y)
Organizational Behavior (OB)
Quantitative Approach (1940-1950s)
World War II (Quantitative application at Ford Motor)
W. Edwards Deming and Joseph M, Duan [Total Quality Management (TQM)]
Contemporary Approaches (1960s-present)
System Approach, Open Approach, Contigency Approach (Fred Fiedler)
Foundations of Decision Making
The Decision-Making Process
(1) identify a problem, (2) identify decision criteria, (3) weight the criteria, (4) develop alternatives, (5) analyze alternatives, (6) select alternative, (7) implement alternative, and (8) evaluate decision effectiveness
Three approaches managers can use to make decisions
rational model, bounded rationality, intuitive decision
Types of decisions and decision-making conditions managers face
Programmed decisions, Nonprogrammed decisions, Major & Minor Decision Making, Individual & Group Decision Making, Organizational & Personal Decision Making
Types of Planning
Strategic Planning, Operational Planning, Tactical Planning, Contingency Planning
Three ways of improving group
Brain storming, the nominal group technique, electronic meetings
Contemporary issues in managerial decision making
Importance of Planning in Management
Setting Goals, Resource Allocation, Risk Management
Use Gantt Chart
Quantitative Module
Need to go back to review from the textbook
Principles of Organizing and Organizational Structures
Principles of Organizing = arranging the resources, tasks, and people
Key Principles of Organizing
Division of Labor
Unity of Command
Span of Control
Hierarchy
Coordination
Types of Organizational Structures
Functional Structure, Divisional Structure, Matrix Structure, Network Structure
Delegation, Authority, and Responsibility
Delegation = assigning tasks and responsibilities to others while maintaining accountability
delegation process : Assign, Authorize, Create Responsibility, Grant Accountability
authority = the right to give orders
responsibility = the obligation to perform assigned tasks