Nature and Concept of Management

56問 • 5ヶ月前

問題一覧

It is the attainment of organizational goals in an effective and efficient manner using functions of planning, organizing, directing, and controlling organizational resources.

Management

It's functions are planning, organizing, directing, and controlling

Management

It is the attainment of organizational goals in an effective and efficient manner

Management

This refers to the process, techniques in coordinating activities of people, the direction of actions toward common goals.

Management

Functions of Managers

Make decisions, Organize and staff the positions, Plan, Control activities, Lead the group towards it's objectives

The Management Functions

Planning, Organizing, Directing, Controlling

Select goals and ways to attain them

Planning

Assignment responsibility for task accomplishment

Organizing

Monitor activities and make corrections

Controlling

Use influence to motivate employees

Directing or Leading

Resources

Men, Money, Machine

Performance

Attain Goals, Efficiency, Effectiveness

Manager Roles - Category

Interpersonal, Informational, Decisional

Interpersonal Roles

Figurehead, Leader, Liaison

Pertains to the relationship with others and are related to the human skills

Interpersonal

Performs ceremonial and symbolic duties such as receiving visitors, signing legal documents, etc.

Figurehead

Direct and motivates subordinates; trains, counsels, and communicates with subordinates

Leader

Maintains information licks both inside and outside organization; using internet access, mails, phone calls, and meetings

Liaison

Informational Roles

Monitor, Disseminator, Spokeperson, Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

Seeks and receive information, scan periodicals and reports, maintains personal contacts

Monitor

Forwards informations to other organization members; send memoranda and reports; makes phone calls

Disseminator

This describes the activities used to maintain and develop an information.

Informational

Transmits informations to outsiders through speeches, reports, memorandas, etc.

Spokeperson

Indicates improvement projects, identifies new ideas, shares responsibilities to others.

Entrepreneur

Takes corrective action during disputes or crises; resolves conflicts among subordinates; adapts to environmental crises.

Disturbance Handler

Distribute resources; schedules, sets budgets and priorities.

Resource Allocator

Represents department or company during negotiation contracts, sales purchases, budget determination.

Negotiator

Historical Forces of Management

Societal Forces, Political Forces, Economic Forces

Management Theories

Pre-classical Contributors, Classical Viewpoints, Behavioral Viewpoints, Quantitative Viewpoints, Contemporary Viewpoints

Classical Viewpoints

Scientific Management, Administrative Management, Bureaucratic Management

Behavioral Viewpoint

Early Behaviorists, Hawthorne Studies, Human Relations Movement, Behavioral Science Approach

Quantitative Viewpoints

Management Science, Operations Management, Management Information System

Contemporary Viewpoint

System Theory, Contingency Theory, Emerging Theory

The average person dislikes work and will try to avoid it.

Theory X

Most people need to be coerced, directed, controlled and threatened with punishment to get them to work toward organizational goals.

Theory X

The average person wants to be directed, avoids responsibility, has little ambition and seeks security above all.

Theory X

Most people do not inherently dislike work; the physical and mental efforts involved is as natural as play or rest.

Theory Y

People will exercise self-direction, self-control to reach goals.

Theory Y

Commitment of goals is a function of rewards available that satisfy self-esteem and self-actualization needs.

Theory Y

When conditions are favorable, the average person learns not only to accept but also seek responsibility.

Theory Y

Many people have the capacity to exercise high degree of creativity.

Theory Y

The intellectual potential of most individuals is only partially utilized in most organizations.

Theory Y

A horizontal division of management which is based on expertise and specialization is called

Functional Management

Accounting may b further sub-divided into departmental sections such as

Payroll, Credit and Collection, Auditing

In a large personnel department, sub-units may include

Labor Relation Recruitment, Benefits Administration, Compensation Management

Departments are in-turn defined according to functional line duties such as

Production Control, Receiving, Sales, Shipping, Customer Service

Katz, a specialist in organizational theory, identified three managerial skills:

Conceptual, Human, Technical

They are concerned with primary organizational activities such marketing and production.

Line Managers

They usually oversee collective operations that include several functional managers

General Managers

A management style characterized by the manager making all decisions and issuing orders for the completion of work without the input of subordinate.

Autocratic Style

Strongest example of management style is a military commander on the battlefield.

Autocratic Style

Management style that is characterized by the manager making decisions that takes into account the input of subordinates.

Democratic Style

Managers ask their subordinates for suggestions prior to making decisions but retain final decision-making power.

Democratic Style

For example, a manager may ask a committee to interview an applicant for a position and give their opinion. But the manager will ultimately make the decision to hire or not hire the applicant.

Democratic Style

Management style that is characterized by the manager allowing subordinates to make most decisions.

Free-rein Style

Managers serve as advisers.

Free-rein Style

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lesson 7

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lesson 7

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Lesson 2

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24問 • 4ヶ月前

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50問 • 4ヶ月前

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問題一覧

It is the attainment of organizational goals in an effective and efficient manner using functions of planning, organizing, directing, and controlling organizational resources.

Management

It's functions are planning, organizing, directing, and controlling

Management

It is the attainment of organizational goals in an effective and efficient manner

Management

This refers to the process, techniques in coordinating activities of people, the direction of actions toward common goals.

Management

Functions of Managers

Make decisions, Organize and staff the positions, Plan, Control activities, Lead the group towards it's objectives

The Management Functions

Planning, Organizing, Directing, Controlling

Select goals and ways to attain them

Planning

Assignment responsibility for task accomplishment

Organizing

Monitor activities and make corrections

Controlling

Use influence to motivate employees

Directing or Leading

Resources

Men, Money, Machine

Performance

Attain Goals, Efficiency, Effectiveness

Manager Roles - Category

Interpersonal, Informational, Decisional

Interpersonal Roles

Figurehead, Leader, Liaison

Pertains to the relationship with others and are related to the human skills

Interpersonal

Performs ceremonial and symbolic duties such as receiving visitors, signing legal documents, etc.

Figurehead

Direct and motivates subordinates; trains, counsels, and communicates with subordinates

Leader

Maintains information licks both inside and outside organization; using internet access, mails, phone calls, and meetings

Liaison

Informational Roles

Monitor, Disseminator, Spokeperson, Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

Seeks and receive information, scan periodicals and reports, maintains personal contacts

Monitor

Forwards informations to other organization members; send memoranda and reports; makes phone calls

Disseminator

This describes the activities used to maintain and develop an information.

Informational

Transmits informations to outsiders through speeches, reports, memorandas, etc.

Spokeperson

Indicates improvement projects, identifies new ideas, shares responsibilities to others.

Entrepreneur

Takes corrective action during disputes or crises; resolves conflicts among subordinates; adapts to environmental crises.

Disturbance Handler

Distribute resources; schedules, sets budgets and priorities.

Resource Allocator

Represents department or company during negotiation contracts, sales purchases, budget determination.

Negotiator

Historical Forces of Management

Societal Forces, Political Forces, Economic Forces

Management Theories

Pre-classical Contributors, Classical Viewpoints, Behavioral Viewpoints, Quantitative Viewpoints, Contemporary Viewpoints

Classical Viewpoints

Scientific Management, Administrative Management, Bureaucratic Management

Behavioral Viewpoint

Early Behaviorists, Hawthorne Studies, Human Relations Movement, Behavioral Science Approach

Quantitative Viewpoints

Management Science, Operations Management, Management Information System

Contemporary Viewpoint

System Theory, Contingency Theory, Emerging Theory

The average person dislikes work and will try to avoid it.

Theory X

Most people need to be coerced, directed, controlled and threatened with punishment to get them to work toward organizational goals.

Theory X

The average person wants to be directed, avoids responsibility, has little ambition and seeks security above all.

Theory X

Most people do not inherently dislike work; the physical and mental efforts involved is as natural as play or rest.

Theory Y

People will exercise self-direction, self-control to reach goals.

Theory Y

Commitment of goals is a function of rewards available that satisfy self-esteem and self-actualization needs.

Theory Y

When conditions are favorable, the average person learns not only to accept but also seek responsibility.

Theory Y

Many people have the capacity to exercise high degree of creativity.

Theory Y

The intellectual potential of most individuals is only partially utilized in most organizations.

Theory Y

A horizontal division of management which is based on expertise and specialization is called

Functional Management

Accounting may b further sub-divided into departmental sections such as

Payroll, Credit and Collection, Auditing

In a large personnel department, sub-units may include

Labor Relation Recruitment, Benefits Administration, Compensation Management

Departments are in-turn defined according to functional line duties such as

Production Control, Receiving, Sales, Shipping, Customer Service

Katz, a specialist in organizational theory, identified three managerial skills:

Conceptual, Human, Technical

They are concerned with primary organizational activities such marketing and production.

Line Managers

They usually oversee collective operations that include several functional managers

General Managers

A management style characterized by the manager making all decisions and issuing orders for the completion of work without the input of subordinate.

Autocratic Style

Strongest example of management style is a military commander on the battlefield.

Autocratic Style

Management style that is characterized by the manager making decisions that takes into account the input of subordinates.

Democratic Style

Managers ask their subordinates for suggestions prior to making decisions but retain final decision-making power.

Democratic Style

For example, a manager may ask a committee to interview an applicant for a position and give their opinion. But the manager will ultimately make the decision to hire or not hire the applicant.

Democratic Style

Management style that is characterized by the manager allowing subordinates to make most decisions.

Free-rein Style

Managers serve as advisers.

Free-rein Style