ABM

43問 • 1年前

問題一覧

Management From Old French 1.)__ which means 2.) ___ From Latin 3.) ____ which means 4.)___

ménagement

Management Process A process of ensuring continuity and growth within an organization. By principle, there are FIVE (5) Functions of Management that made up the management process. These are;

1. Planning 2. Organizing 3. Staffing 4. Leading 5. Controlling

Setting goals, establishing strategies, and developing plans to coordinate activities.

Planning.

Determining what needs to be done, how it will be done, and who is to do it.

Organizing

The function of manning the organization structure and keeping it manned.

Staffing

Motivating, leading, and any other actions involved in dealing with people.

Leading

Monitoring activities to ensure that they are accomplished as planned.

Controlling

Refers to getting the most output from the least amount of inputs. Often referred to as 2.)____ that is, not wasting resources.

Efficiency

Completing activities so that organizational goals are attained. Often described as 2.)____ that is, doing those work activities that will help the organization reach its goals.

Effectiveness

► It consists of board of directors, chief executive or managing director. It is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions.

Top Level of Management

► The branch managers and departmental managers. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization,

Middle Level of Management

► is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc.

Lower Level of Management

• This theory focuses on finding the best way to perform and manage tasks.

THE SCIENTIFIC MANAGEMENT THEORY (CLASSICAL MANAGEMENT THEORY)

He was an engineer who worked in various factories and sought to improve industrial efficiency.

Fredrick Taylor (1856-1915)

• Is often referred to as the "Human Relations Movement" because it addresses the human dimensions of work.

THE BEHAVIORAL MANAGEMENT THEORY

• It advocates the proposition that better understanding of human behaviour at work such as motivation, conflict. expectations and group dynamics can improve productivity.

THE BEHAVIOURAL MANAGEMENT THEORY

•asserts that before Managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand.

THE CONTINGENCY MANAGEMENT THEORY

• For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation.

THE CONTINGENCY MANAGEMENT THEORY

• conceptualized a system that it has interrelated parts.

THE SYSTEM MANAGEMENT THEORY

These parts work or operate as one or a whole in order to achieve a specific goal.

THE SYSTEM MANAGEMENT THEORY

This theory signifies that the manager of an organization should be able to understand the various parts or system that makes up the entire operation.

THE SYSTEM MANAGEMENT THEORY

•Uses quantitative tools ( use of numbers) to help plan and control nearly everything in an organization.

THE QUANTITATIVE MANAGEMENT THEORY

•which emphasizes the need for more rules, regulations and structure within the organization to further improve efficiency and productivity.

BUREAUCRATIC THEORY (MARX WEBER 1922)

• defines the organization's hierarchy of people and departments as well as how information flows within the organization.

Organizational Structure

• It determines how and when information is distributed as well as who makes what decisions based on the information available. How job tasks are formally divided, grouped and coordinated.

Organizational Structure

The process by which managers create a specific type of organizational structure and culture so that a company can operate in most efficient and effective way

Organizational design

The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.

Technology

More complex, makes it harder for managers to regulate the organization.

Technology

- Highly skilled workers whose jobs require working in teams usually need a more flexible structure. Higher skilled workers (e.g., CPA's and doctors) often have internalized professional norms and values.

Human Resources

The process of reducing the tasks each worker performs.

Job Simplification

• Too much simplification and boredom results.

Job simplification

Increasing the number of different tasks in a given job by changing the division of labor

Job Enlargement

Increasing the degree of responsibility a worker has over a job

Job Enrichment

- this kind of organisational structure classifies people according to the function they perform in the organization.

Functional structure

Is based on organizing employees and work on the basis of the different types of products. If the company produces three different types of products, they will have three different divisions for these products.

Product structure

- large organizations have offices at different place, for example there could be a north zone, south zone, west and east zone. The organizational structure would then follow a zonal region structure.

Geographic structure

this combines where information and approvals come from top to bottom, with staff departments for support and specialization.

Line and Staff Structure

The decision making process becomes slower in this type of organizational structure because of the layers and guidelines that are typical to it, and the formality involved

Line and Staff Structure

This is a structure, which has a combination of function and product structures. This combines both the best of both worlds to make an efficient organizational structure. This structure is the most complex organizational structure.

Matrix Structures

It is a process of identifying the specific jobs that need to be done and designing the people who will perform them.

Division of Labor/specialization

The process of grouping jobs into logical units

Departmental Bases

The process in which an organization is structurally divided by combining jobs in departments according to some shared characteristics.

Departmental Bases

According to ____ , "Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees". In other words, they are concerned with direction and controlling function of management.

R.C. Davis

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問題一覧

Management From Old French 1.)__ which means 2.) ___ From Latin 3.) ____ which means 4.)___

ménagement

Management Process A process of ensuring continuity and growth within an organization. By principle, there are FIVE (5) Functions of Management that made up the management process. These are;

1. Planning 2. Organizing 3. Staffing 4. Leading 5. Controlling

Setting goals, establishing strategies, and developing plans to coordinate activities.

Planning.

Determining what needs to be done, how it will be done, and who is to do it.

Organizing

The function of manning the organization structure and keeping it manned.

Staffing

Motivating, leading, and any other actions involved in dealing with people.

Leading

Monitoring activities to ensure that they are accomplished as planned.

Controlling

Refers to getting the most output from the least amount of inputs. Often referred to as 2.)____ that is, not wasting resources.

Efficiency

Completing activities so that organizational goals are attained. Often described as 2.)____ that is, doing those work activities that will help the organization reach its goals.

Effectiveness

Top Level of Management

Middle Level of Management

► is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc.

Lower Level of Management

• This theory focuses on finding the best way to perform and manage tasks.

THE SCIENTIFIC MANAGEMENT THEORY (CLASSICAL MANAGEMENT THEORY)

He was an engineer who worked in various factories and sought to improve industrial efficiency.

Fredrick Taylor (1856-1915)

• Is often referred to as the "Human Relations Movement" because it addresses the human dimensions of work.

THE BEHAVIORAL MANAGEMENT THEORY

• It advocates the proposition that better understanding of human behaviour at work such as motivation, conflict. expectations and group dynamics can improve productivity.

THE BEHAVIOURAL MANAGEMENT THEORY

•asserts that before Managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand.

THE CONTINGENCY MANAGEMENT THEORY

• For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation.

THE CONTINGENCY MANAGEMENT THEORY

• conceptualized a system that it has interrelated parts.

THE SYSTEM MANAGEMENT THEORY

These parts work or operate as one or a whole in order to achieve a specific goal.

THE SYSTEM MANAGEMENT THEORY

This theory signifies that the manager of an organization should be able to understand the various parts or system that makes up the entire operation.

THE SYSTEM MANAGEMENT THEORY

•Uses quantitative tools ( use of numbers) to help plan and control nearly everything in an organization.

THE QUANTITATIVE MANAGEMENT THEORY

•which emphasizes the need for more rules, regulations and structure within the organization to further improve efficiency and productivity.

BUREAUCRATIC THEORY (MARX WEBER 1922)

• defines the organization's hierarchy of people and departments as well as how information flows within the organization.

Organizational Structure

• It determines how and when information is distributed as well as who makes what decisions based on the information available. How job tasks are formally divided, grouped and coordinated.

Organizational Structure

The process by which managers create a specific type of organizational structure and culture so that a company can operate in most efficient and effective way

Organizational design

The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.

Technology

More complex, makes it harder for managers to regulate the organization.

Technology

Human Resources

The process of reducing the tasks each worker performs.

Job Simplification

• Too much simplification and boredom results.

Job simplification

Increasing the number of different tasks in a given job by changing the division of labor

Job Enlargement

Increasing the degree of responsibility a worker has over a job

Job Enrichment

- this kind of organisational structure classifies people according to the function they perform in the organization.

Functional structure

Product structure

Geographic structure

this combines where information and approvals come from top to bottom, with staff departments for support and specialization.

Line and Staff Structure

The decision making process becomes slower in this type of organizational structure because of the layers and guidelines that are typical to it, and the formality involved

Line and Staff Structure

Matrix Structures

It is a process of identifying the specific jobs that need to be done and designing the people who will perform them.

Division of Labor/specialization

The process of grouping jobs into logical units

Departmental Bases

The process in which an organization is structurally divided by combining jobs in departments according to some shared characteristics.

Departmental Bases

R.C. Davis