A - LESSON 1: Concepts of management Flashcards
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One of the greatest challenges to growth and improvement and operational excellence in any organization is the availability of
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good leadership
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play the primary role in establishing workplace culture and impact the quality and rate at which the laboratory progresses over time
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Leaders
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inspire others to find self-motivation, greater creativity, and productivity and create team spirit.
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Good leaders
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provides the direction of where one (or an organization) is going
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Leadership
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provides the “road” to get there
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management
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illustrates why leadership must be visionary and must set clear goals with strategic objectives
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The adage, “If you don’t know where you are going, any road will get you there,”
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uses certain talents to work with people to get things done
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Effective management
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uses certain talents to work with people to get things done
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Effective management
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These skills fall under four primary management functions:
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(1) planning and prompt decision-making, (2) organizing, (3) leading, and (4) controlling
10
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is a pattern of behaviors used to engage others to complete tasks in a timely and productive manner
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Leadership
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One model of leadership describes four key leadership styles:
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supporting, directing, delegating, and coaching
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Good management uses, in the most efficient and effective manner, the [?] available to an organization.
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human, financial, physical, and information resources
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The process of designing and maintaining an environment in which individuals, working together, in groups, efficiently and effectively accomplish selected aims.
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Management
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A system of organization using resources to attain a unified goal.
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Management
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is process of using organizational resources to achieve objectives through the functions of planning, organizing and staffing, and leading
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Management
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The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
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Management
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Components of Management
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18
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Who are we? What are we here for?
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Mission
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How do we see ourselves in the future?
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Vision
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Generally/Overall, what do we want to do?
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Goals
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What specific actions are we going to take?
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Objectives
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Who should be followed?
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Authority
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What am I supposed to do?
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Responsibility
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What resources (human and material) are under my control?
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Accountability
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doing it at the right cost
Efficiency
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doing the right thing
Effectiveness
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doing the right things at the right cost
Productivity
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A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals
Organizational Performance
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A measure of how well or productively resources are used to achieve a goal.
Efficiency
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A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved
Effectiveness
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Four functions of management
Planning
Organizing
Leading
Controlling
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Planning
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Organizing
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Leading
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Controlling
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First outlined the four managerial functions in his book General Industrial Management.
Henri Fayol
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Managers at all levels in all organizations perform each of the functions of
planning, organizing, leading, and controlling
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Identifying and selecting appropriate goals and courses of action for an
organization.
Planning
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determines how effective and efficient the organization is and determines the strategy of the organization
planning function
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Three Steps in the Planning Process
Deciding which goals to pursue.
Deciding what courses of action to adopt.
Deciding how to allocate resources
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Management Key Concepts
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People working together and coordinating their actions to achieve specific goals
Organization
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A desired future condition that the organization seeks to achieve
Goal/objective
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A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals
Strategy
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Structuring working relationships in a way that allows organizational members toogether to achieve organizational goals
Organizing
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Organizational Structure
Organizing
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Articulating a clear vision to follow, and energizing and enabling organizational members so they understand the part they play in attaining organizational goals
Leading
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Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
Controlling
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Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached.
Controlling
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= choice made from available alternatives
Decision
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= process of identifying problems and opportunities and resolving them
Decision Making
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Categories of Decisions
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Situations occurred often enough to enable decision rules to be developed and applied in the future
Programmed Decisions
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in response to unique, poorly defined and largely unstructured, and have important consequences to the organization
Nonprogrammed Decisions
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- all the information the decision maker needs is fully available
Certainty
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- decision has clear-cut goals
Risk
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- Uncertainty
Risk
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- managers know which goals they wish to achieve
Risk
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by far the most difficult decision situation
Ambiguity
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goals to be achieved or the problem to be solved is unclear
Ambiguity
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Levels of Management
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Responsible for daytoday operations. Supervise people performing activities required to make the good or service.
Firstline managers
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Supervise firstline managers.
Middle managers
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Are responsible to find the best way to use departmental resources to achieve goals
Middle managers
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Responsible for the performance of all departments and have cross departmental responsibility
Top managers
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Management skills and functions
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Top
Primary management skills needed
Primary management functions performed
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Middle
Primary management skills needed
Primary management functions performed
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First-line
Primary management skills needed
Primary management functions performed
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Managerial Roles and Skills
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The set of specific tasks that a person is expected to perform because of the position he or she holds in the organization
Managerial Role
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Roles are defined into three role categories (as identified by Mintzberg):
Interpersonal Informational Decisional
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Roles associated with methods managers use in planning strategy and utilizing resources
Decisional Roles
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Decisional Roles:
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
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deciding which new projects or programs to initiate and to invest resources in
Entrepreneur
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— managing an unexpected event or crisis
Disturbance handler
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—assigning resources between functions and divisions, setting the budgets of lower managers
Resource allocator
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—reaching agreements between other managers, unions, customers, or shareholders
Negotiator
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Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization
Informational Roles
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Informational Roles :
Monitor
Disseminator
Spokesperson
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—analyzing information from both the internal and external environment.
Monitor
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—transmitting information to influence the attitudes and behavior of employees.
Disseminator
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—using information to positively influence the way people in and out of the organization respond to it.
Spokesperson
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Interpersonal Roles
Figurehead
Leader
Liaison
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Roles that managers assume to provide direction and supervision to both employees and the organization as a whole:
Interpersonal Roles
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Managerial Skills
Conceptual Skills
Human Skills
Technical Skills
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What should be the right thing?
Conceptual Skills
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How can we do better?
Technical Skills
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The ability to analyze and diagnose a situation and distinguish between cause and effect
Conceptual Skills
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The ability to understand, alter, lead, and control the behavior of other individuals and groups.
Human Skills
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The specific knowledge and techniques required to perform an organizational role.
Technical Skills
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MAJOR THEORIES IN MANAGEMENT
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The Father of Scientific Management
Frederick Taylor (1856-1915)
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Maximize worker capacity and profits
Taylor’s Theory of Scientific Management
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PROBLEM: Get employees to work at their maximum capacity
Taylor’s Theory of Scientific Management
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PRIMARY FOCUS: TASKS
Taylor’s Theory of Scientific Management
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Elements of Scientific Management
➢ Scientific design of every aspect of every task
➢ Careful selection and training of every task
➢ Proper remuneration for fast and high-quality work
➢ Equal division of work and responsibility between worker and manager
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- Time and Motion Studies
➢ Scientific design of every aspect of every task
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- Maximize output - increase pay
➢ Proper remuneration for fast and high-quality work
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Underlying Themes
Managers are intelligent; workers are and should be ignorant
Provide opportunities for workers to achieve greater financial rewards
Workers are motivated almost solely by wages
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Problems of Scientific Management
➢ Managers are intelligent; workers are and should be ignorant
➢ Provide opportunities for workers to achieve greater financial rewards
➢ Workers are motivated almost solely by wages
➢ Maximum effort = Higher wages
➢ Manager is responsible for planning, training, and evaluating
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Job specialization proponent
Adam Smith
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Adam Smith, 18th century economist, found firms manufactured pins in two ways:
✓ Craft
✓ Factory
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-- each worker did all steps.
Craft
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-- each worker specialized in one step.
Factory
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➢ Smith found that it had much higher productivity.
factory method
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✓ Each worker became very skilled at one, specific task.
factory method
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Breaking down the total job allowed for the division of labor.
factory method
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Problems of Scientific Management
➢ Managers often implemented only the (?) of Taylor’s plan.
➢ Workers could purposely (?)
➢ Management responded with (?).
increased output side
“under-perform”
increased use of machines
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✓ They did not allow workers to share in (?).
✓ Specialized jobs became (?).
✓ Workers ended up distrusting (?).
increased output
very boring, dull
Scientific Management
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Max Weber (1864-1920) theory
Weber’s Theory of Bureaucracy
Theory of Social and Economic Organization (1947)
Principles and Elements of Management
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German Sociologist
Max Weber
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- describe an ideal or pure form of organizational structure (general policy and specific commands
Principles and Elements of Management
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PRIMARY FOCUS: Organizational Structure
Weber’s Theory of Bureaucracy
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Worker should respect the “right” of managers to direct activities dictated by organizational rules and procedures
Weber’s Theory of Bureaucracy
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Bureaucracy allows for the optimal form of authority
“rational authority”
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Three types of Legitimate Authority
Traditional Authority
Charismatic Authority
Rational Authority
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- past customs; personal loyalty
Traditional Authority
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- personal trust in character and skills
Charismatic Authority
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- rational application of rules or laws
Rational Authority
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Tenets of Bureaucracy
✓ Rules
✓ Specified sphere of competence
✓ Hierarchy
✓ Specialized Training
✓ Workers do not own technology
✓ No entitlement to “official position” by incumbent
✓ Everything written down
✓ Maintenance of “ideal type” – bureaucracy
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Concerned with describing the ideal structure of an organization
Tenets of Bureaucracy
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: existence of written rules
Cornerstone
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The rational application of written rules ensures the promotion of legitimate authority and the effective and efficient functioning of the organization.
Cornerstone
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is the power to hold people accountable for their actions.
Authority
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Positions in the firm should be held based on (?) not social contacts.
performance
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(?) are clearly identified. People should know what is expected of them.
Position duties
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(?) should be clearly identified. Workers know who reports to who.
Lines of authority
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used to determine how the firm operates.
Rules, Standard Operating Procedures (SOPs), & Norms
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ORGANIZATIONAL BEHAVIOUR
Organizational Behavior
Electric Company
Systems Theory
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Study of the actions of people at work
Organizational Behavior
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Hawthorne Studies
Organizational Behavior
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Started in 1924 at Western
Organizational Behavior
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Electric Company
Elton Mayo studies of job design
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studies of job design
Elton Mayo
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is a collection of part unif ied to accomplish an overall goal
system
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If one part of the system is removed, the (?) is changed as well
nature of the system
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A system can be looked at as having
inputs, processes, outputs and outcomes
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Systems share (?) among each of these four aspects of the systems
feedback
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(?) has had a significant effect on management science and understanding organizations. For example, a pile of sand is not a system. If one removes a sand particle, you’ve still got a pile of sand. However, a functioning car is a system. Remove the carburetor and you’ve no longer got a working car.
Systems theory
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has brought a and events in the workplace
Systems theory
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They recognize the various parts of the organization, and, in particular, the interrelations of the parts, e.g., the coordination of central administration with its programs, engineering with manufacturing, supervisors with workers, etc
Systems theory
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The effect of systems theory in management is that writers, educators, consultants, etc. are helping managers to look at the organization from a
broader perspective
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This is a major development.
Systems Theory
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In the past, managers typically took one part and focused on that. Then they moved all attention to another part. The problem was that an organization could, e.g., have a wonderful central administration and wonderful set of teachers, but the departments didn’t synchronize at all
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For many laboratory professionals leadership skills and style develop out of mentoring by senior scientists, managers, and directors within the workplace. While there are clear benefits from sound mentoring, bad habits and ineffective behaviors and strategies can also be adopted
SYNTHESIS
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✓ Best way to maximize job performance
Scientific Management
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✓ Fredrick Winslow Taylor: Father of Scientific Management
Scientific Management
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✓ Frank and Lillian Gilbreth: Work efficiency
Scientific Management
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✓ Henry Gantt: Work scheduling
Scientific Management
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Administrative Theory
✓ Henri Fayol
✓ Max Weber
✓ Chester Barnard
✓ Mary Parker Follett
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- Father of Modern Management
✓ Henri Fayol
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- Principles and functions of management
✓ Henri Fayol
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- Bureaucracy concept
✓ Max Weber
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- Authority and power in organizations
✓ Chester Barnard
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- Worker participation, conflict resolution, and shared goals
✓ Mary Parker Follett
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✓ Focus on people to determine the best way to manage in all organizations.
Behavioral Theorists
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Human Relations Movement
✓ Elton Mayo
✓ Abraham Maslow
✓ Douglas McGregor
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: Hawthorne studies
: Hierarchy of needs theory
: Theory X and Theory Y
✓ Elton Mayo
✓ Abraham Maslow
✓ Douglas McGregor
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(later, the Behavioral Science Approach)
Human Relations Movement
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✓ Focuses on viewing the organization as a whole and as the interrelationship of its parts (subsystems).
Systems Theory
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✓ Focuses on integrating people and technology.
Sociotechnical Theory
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✓ Focuses on determining the best management approach for a given situation.
Contingency Theory
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OTHER THEORIES
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Continuous improvement and total quality management = value to purchasers of care
Resource Dependence Theory
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Continuous improvement relative to that of other organizations
Resource Dependence Theory
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Capacity to differentiate itself in the marketplace (competitive advantage)
Strategic Management
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Positioning the organization relative to its environment and competitors
Strategic Management
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Based on dominance; ability to influence environment is minor
Population Ecology Theory
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Principles of variation, selection and retention
Population Ecology Theory
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External norms, rules, and requirements for legitimacy and support
Institutional Theory
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: Organizations with similar set of environmental circumstances resemble each othe
Isomorphism
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Attempts to develop the best way to manage in all organizations by focusing on the jobs and structure of the firm
Classical
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Attempts to develop a single best way to manage in all organizations by focusing on people and making them productive
Behavioral
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Recommends using math (computers) to aid in problem solving and decision making
Management Science
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Manages by focusing on the organization as a whole and the interrelationship of its departments, rather than on individual parts.
Systems Theory
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Recommends focusing on the integration of people and technology
Sociotechnical Theory
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Recommends using the theory or the combination of theories that best meets the given situation
Contingency Theory
