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Managing the New Workplace

Definition of Management. The attainment of organizational goals in an effective and efficient manner through:Planning, Organizing, Leading, andControlling of organizational resources.. . Management Functions. Management Skills. Ten Manager Roles Three Conceptual Categories. Informational. Interpersonal.

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Managing the New Workplace

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    2. Definition of Management The attainment of organizational goals in an effective and efficient manner through: Planning, Organizing, Leading, and Controlling of organizational resources.

    3. Management Functions

    4. Management Skills

    5. Ten Manager Roles Three Conceptual Categories

    7. Management Competencies of Today Embrace ambiguity Create organizations that are: Fast Flexible Adaptable Relationship-oriented Focus on: Leadership Staying connected to employees and customers Team building Developing a learning organization

    9. Elements of a Learning Organization

    10. Management & Organization Social Forces … values, needs, and standards of behavior. Political Forces … influence of political and legal institutions on people & organizations. Economic Forces … forces that affect the availability, production, & distribution of a society’s resources.

    11. Management Perspectives Over Time

    12. Classical Perspective Emphasized a rational, scientific approach to the study of management. Sought to make organizations efficient.

    13. Classical Perspective Three Subfields Scientific management Bureaucratic organizations Administrative principles

    14. Characteristics of Scientific Management General Approach Developed standard method for performing each job. Selected workers with appropriate abilities for each job. Trained workers in standard method. Supported workers by planning work and eliminating interruptions. Provided wage incentives to workers for increased output. Contributions Demonstrated the importance of compensation for performance. Initiated the careful study of tasks and jobs. Demonstrated the importance of personnel and their training. Criticisms Did not appreciate social context of work and higher needs of workers. Did not acknowledge variance among individuals. Tended to regard workers as uninformed and ignored their ideas.

    15. Elements of Bureaucracy Labor is divided with clear definitions of authority and responsibility. Positions are in hierarchy of authority. Personnel are selected and promoted based on qualifications. Acts and decisions are recorded in writing Management is separate from the ownership. Rules and procedures ensure reliable, & predictable behavior. Rules are impersonal and uniformly applied.

    16. Administrative Principles Contributors to this approach: Henri Fayol, Mary Parker, and Chester I. Barnard. Focused on organization rather than the individual. Delineating the management functions of planning, organizing, commanding, coordinating, and controlling.

    17. Administrative Principles & Henri Fayol’s 14 Points Division of work Authority Discipline Unity of command Unity of direction Subordination of individual interest for common good Remuneration Centralization Scalar chain Order Equity Stability and tenure of staff Initiative Esprit de corps

    18. Humanistic Perspective Emphasized understanding human behavior. Dealt with needs & attitudes in the workplace. Truly effective control comes from within the individual worker rather than authoritarian control. Hawthorne Studies brought this perspective to forefront.

    19. Humanistic Perspective Three Sub-Fields Human Relations Movement. Human Resources Perspective. Behavioral Sciences Approach.

    20. Ten year study. Four experimental & three control groups. Five different tests. Test pointed to factors other than illumination for productivity. 1st Relay Assembly Test Room experiment, was controversial, test lasted 6 years. Interpretation, money not cause of increased output. Factor that increased output, Human Relations.

    21. Human Resources Perspective Combines design of job tasks with theories of motivation. Maintains an interest in worker participation. Considers the daily tasks that people perform.

    23. People are lazy People lack ambition Dislike responsibility People are self-centered People don’t like change People are energetic People want to make contributions People do have ambition People will seek responsibility

    24. Behavioral Sciences Approach Develops theories about human behavior based on scientific methods & study. Sub-field of the Humanistic Perspective. Applies social science in an organizational context. In understanding employees draws from economics, psychology, sociology.

    25. Management Science Perspective Emerged after WW II. Distinguished for its application of mathematics, statistics to problem solving. Operations Research emerged. Operations Management emerged. Management Information Systems emerged.

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