Management Principles

Questão	Responda
Organization	A systematic arrangement of people brought together to accomplish some specific purpose.
3 characteriztics of Organizations	1. Goals (how to get from a to b) 2. People 3. structure ( org chart)
Achieving goals of an organization	takes people! people make decisions and engage in the work
structure of business, departments and functional areas	of rules and regulations that guide the
Non managerial employees managers top managers middle managers	people who work directly on a job or task and have no responsibility for overseeing the work of others 2. individuals who direct the activities of others 3. individuals who make decisions and the direction of the org and establish policies 4. typically response for translating goals set by top management into details
Term "manager"	originated in 1588
Fredrick Winslow Taylor	Book "Principles of Scientific Management" US and other countries. "one best way" for a job to be done worker inefficiencies.
Mechanical Engineer in Pennsylvania steel co.	employees using vastly dif techniques to do the same task. "taking it easy" on the job Few if any existing standards workers had little to no concern for abilities and aptitudes with the task required of them. 1/3 worker output as could possible. apply scientific method = 200 increased efficiency and worker output
Taylor is know as	the "father" of scientific method
first line managers	directing day to day activities of non-managerial employees, aka supervisors, shift managers, office managers, dept mgrs, unit coordinators
Management Levels	top managers - small middle managers - larger firstline mgrs - larger team leaders - largest
Management	the process of getting things done, effectively and efficiently with and through other people. a process of a set of ongoing and interrelated activities
Efficiency	doing a task correctly "doing things right" and getting the most output from the least amount of inputs. The "means" to getting something done.
Effectiveness	doing the right things concerned with the "ends"
Poor management is often due to	both inefficiency and ineffectiveness or effectiveness achieved without regard for efficiency.
good management	takes in account efficiency and effectiveness
Means = efficiency Low resource usages	Ends = effectiveness high goal attainment
no two organizations are alike	and neither are managers but some jobs share common elements
Four functions approach	old (P) Plan (O) Organize (C) command (C) coordinate (C) control
Now	(P) Planning (O) organizing (L) Leading (C) Controlling
Henri Foyal "Functions"	first proposed functions approach POCCC
Planning Organizing	defining goals, establishing strategy developing plans to coordinate activities determining what tasks to be done who is to do them, how the tasks are to be grouped who reports to whom and who will make decisions.
Leading Controlling	motivating employees, directing the activities of others, selecting the most eff comm channel and resolving conflicts monitoring performance, comparing it with goals, correcting sign deviations
Henry Mintzberg late 1960's Empirical Study "Roles"	studied 5 chief executives at work research showed managers had little time to reflect due to constant interruptions, and varied un-patterned and short duration activities. 10 different roles
Interpersonal Roles Informational Roles Decisional Roles	Figure head, leader liaison monitor, disseminator, spokeperson Entrepreneur, disturbance handler, resource allocator, negotiator
functions or roles?	function roles defines what managers do
small business definition	no commonly agreed upon definition could be # of employees, annual sales, total assets
profit vs not for profit companies	sames jobs yes for the most part. how is performance measured? profit, bottom line not for profits need to make money as well. just not for the owners
conceptual skills interpersonal skills	mgrs ability to analyze and diagnose complex situations a mgrs ability to work with, understand, mentor, and motivate others, both individually and in groups.
technical skills political skills	job specific knowledge and tecniques needed to perform work tasks mgrs ability to build a power base and establish the right connections
importance of roles in small and large businesses	small - large high spokesperson - resource allocator moderate entrepreneur - liason figurehead - monitor leader - disturbance handler - negotiator low disseminator - entreneur
new world of management	changing workplace and changing workforce

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	Criado por Alison Bryson quase 9 anos atrás