Principles of management: Part 1 Management

Weber: He suggest a chain of managers in an organization be arranged from top to bottom . He was more adherent to hierachical strategy. 

Fayol: He suggest a chain of managers in an organization be arranged from top to bottom, too. He emphasized also the importance of cross-departmental intergration and terms, and communication ath the lower levels of management in an organization. He stressed the importance of limiting the number of levels in the hierarchy to reduce communiction problems. 

Weber: He argued for a strong concetration of authority at the top of the organizational hierarchy

Fayol: He argued for a strong concentration of authority at the top of the organizational hierarchy, too. He was more flexible, though, in allowing for initiative, and innovation at lower levels in an organization. 

Weber: He argued for a well-defined system of rules, standard orerating procedures, nad norms so that behaviour within an organization could be effecitely controlled. These standards provide guidelines that increase performance because thay specify the best ways to accomplish organizational tasks. 

Fayol: He also stressed order and iscipline, which echo the tenets of Weber's principle, but Fayol also stressed quity and esprit de corps, principles that emphasize the need to treat employees failry to create a positive work environment

The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. 

Mary Parker Follett, Douglas Mc Gregor

She was concerned that Taylor ignored the human side of the organization.

Taylor never proposed that managers should involve workers in analyzing their jobs to identify better ways to perform. 

Authority should go with knowledge. If workers have the relevant knowledge of a task, then they should control the task. 

Managers in different departments communicate directly with each other ( cross-functioning)

The power is fluid and should flow to the person who can best help the organization achieve its goals (horizontal view of authority) 

The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources. 

A management approach that advocates the idea that supervisors should receive bahavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity. 

He proposed two different sets of assumptions of workers

Theory X: The average employee is lazy, dislikes work, and will try to do as little as possible. 
To ensure that employees work hard, managers should closely supervise employees. 
Managers should create strict work rules and implement a well-defined system of rewards and punishments to control employees.

Theory Y: Employees are not inherently lazy. Given the chance, employees will do what is good for the organisation. 
To allow employees to work in the organization's interest, managewrs msut create a work setting that provides opportunities for workers to exercise initiative and self-direction,
Managers should decentralize authority to employees and make sure employees have the resources necessary to achieve organizaitonal goals. 

An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources. 

- Quantitative management

- Operations management

- Total quality management (TQM)

- Management information systems (MIS)

Uses mathematical techniques, like linear and non-linear programming, modeling, simulation and chaos theory. 

Provides managers a setof techniques they can use to analyze any aspect of an organization's production system to increase efficiency

Focuses on analyzing an organization's input, conversion, and output activities to increase product quality. 

Help managers design systems that provide information that is vital for effective decision making. 

The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilze resources. 

An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. 

An organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected.

Collections of people who work together and coordinate their ations to achieve a wide variety of goals or desired future outcomes. 

The planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively.

Planning, Organizing, Leading, Controlling

1. Deciding which goal the organization will achieve

2. Deciding what strategies to adopt to attain those goals

3. Deciding how to allocate organizational resources to pursue the strategies that attain those goals. 

Strategy, a cluster of decisions about what goal(s) to pursue, what actions to take and how to use resources to achieve goals. 

Organisation structure, a formal system of task and reporting relationships, that coordinates members to achieve goals 

1. Structuring working relationships in a way that allows organizational members to work together to achieve oganizational goals.
2. It involves grouping people into departments according to the kinds of job-specific tasks they perform.
3. Lays out the lines of authority and responsibility between individuals and groups.
4. Decide how to organize resources, particulary human resources.

1. Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving oganizational goals.
2.  Leadership involves manager using their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony.
3. It revolves around encouraging all employees to perform at a high level to help the organization achieve its vision and goals.

Highly motivated and committed workfore

1. Evaluation how well an organization is achieving its goals and taking action to maintain or improve performance
2. To exercise control, managers must decide which goals to measure and then they must design control systems that will provide the information necesssary to assess performance

The ability to measure performance accurately and regulate organizational efficiency and effectiveness

Decisional, Interpersonal, Informational

Entrepreneur

Disturbance handler

Resource allocator

Negotiator 

Commit organizatinal resources to develop innovative goods and services; decide to expand internationally to obtain new customers for the organization's products. 

Move quickly to take corrective action to deal with unexpected problems facing the organization from the external evironment, such as a crisis like an oil spill, or from the internal environment, such as producing faulty goods or services. 

Allocate organizational resources among different tasks and departments of the organization; set budgets and salaries of middle and first-level manaers. 

Work with suppliers, distributors, and labor unions to reach agreements about the quality and price of input, technical, and human resources; work with other organizations to establish agreements to pool resources to work on joint projects. 

Outline future organizational goals to employees at company meetings; open a new corporate headquarters building; state the organization's ethical guidelines and the principles of behaviour empleyees are to follow in their dealings with customers and suppliers. 

Provide an example for empleyees to follow; give direct commands and orders to subordinates; make decisions concerning the use of human and technical resources; mobilize empleyee support fo rspecific organizational goals.