Principles of management: Part 1 Management

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. 

Coordinate the work of managers in different departments; establish alliances between different organizations to share resources to produce new goos and services. 

Evaluate the prformance of managers in differnt tasks and take corrective action to improve their performance; watch for changes occuring in the external and internal environments that may affect the organization in the future. 

Inform employees about changes taking place in the external and internal environments that will affect them and the organization; communicate to employees the organization's vision and purpose. 

Launch a national advertising campaign to promote new goods and services; give a speech to inform the local community about the organization's future intentions. 

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Efficiency: A measure of how productively resources are used to achieve its goals

Effectiveness: A measure of the appropriateness of the goals on which an organization is pursuing and the degree to which the organization achieves those goals

you measure how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals 

Low/efficiency/ High effectiveness

Manager chooses the right goals to pursue, but does a poor job of using resources to achieve these goals.

Result: A product that customers want, but that is too expensive for them to buy

Low efficienc/ Low effectiveness

Manager chooses wron goals to pursue and makes poor use of resources.

Result: A low-quality product that customers do not want

High efficiency/ Low effectiveness

Manager chooses inappropriate goals, but makes good use of resources to pursue these goals. 

Result: A high-quality product that customer do not want. 

High efficiency/ High effectiveness

Manager chooses the right goals to pursue and makes good use of resources to achieve these goals 

Result: A product that customers want at a quality and price that they can afford

A manager who supervise first-line managers and is responsible for finding the best way to use resources to achieve organizational goals

A manager who is responsible for daily supervision of non-managerial employees

Conceptual skills

Human skills

technical skills

The ability to analyze and diagonise a situation and to distinguish between cause and effect

The ability to understand, alter, lead and control the behavior of other individuals and groups. 

The job-specific knowledge and techniques required to perform an organizational role

The specific set of departmental skills, knowledge and experience that allows one organizational to outperfom another. 

1. Restructuring and outsourcing.

2. Empowerment and self-managed teams