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MAN2021 WEEK 1

by: Emma Asinas

MAN2021 WEEK 1 MAN2021

Emma Asinas
GPA 3.57

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About this Document

These notes cover most of the discussion from week 1.
Class Notes
Marketing, business
25 ?





Popular in Business Administration

This 6 page Class Notes was uploaded by Emma Asinas on Thursday September 8, 2016. The Class Notes belongs to MAN2021 at Valencia College taught by in Fall 2016. Since its upload, it has received 49 views. For similar materials see PRINCIPLES OF MANAGEMENT in Business Administration at Valencia College.


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Date Created: 09/08/16
Principles of Business: First week Notes Challenges of working today: 1. TALENT: people's interest are the ultimate foundations of organization's performance 2. TECHNOLOGY: use of technology to stay informed, effective source of online resources such as Databases, Recruiting, Social Media, and Job Search. 3. GLOBALIZATION: the worldwide interdependence of resource flows, market and business competition 4. ETHICS: what is 'good' and 'right' 5. DIVERSITY: differences 6. CAREERS: there are three types of workers, permanent, temporary, and freelance, classified as shamrock organization. Types of Managers: Line Managers: helps produce goods and services Staff Managers: advise, support and expertise line workers Functional Mangers: responsible for only one area, finance, marketing, accounting, or sales General Managers: responsible for complex units, non-profit organization may call them administrators Levels of Managers: Top Managers Middle Managers First-line Managers Non-managerial Workers Upside-down Pyramid: it is when the customers are at the top being served by workers, who are supported by managers. Board of Trustees: mainly responsible for the smooth running of the organization Functions of Management Planning: a manager identifies desired goals, and how to achieve them Organizing: assigning tasks, coordinating work activities Leading: inspiring efforts to achieve goals Controlling: taking action to achieve goals Being a manager means... Working long hours Intense pace has fragmented and varied tasks many communication media filled with interpersonal relationship Katz's Essential Managerial Skills- Robert L. Katz (1974) Social Psychologist Technical skills: ability to think analytically Human skills: ability to work well with other people Conceptual skills: ability to perform special tasks with proficiency Job migration: negative outcome closely associated with globalization Prejudice: the display of negative attitudes toward members of diverse population Open system: system that transforms resource inputs from the environment into product outputs Networking: building and maintaining good relationship with other who may implement manager's work agenda. Introspection: the ability to learn from experiences awareness and self study Effective + Efficient = Productive Classical Approaches  Scientific Management: Frederick Fayol Guiding Principles of Scientific Management Develop science in every job-rules of motion, standardized work, proper working condition Carefully select workers Carefully train workers Support workers and carefully plan their work  Administrative Principles: Henri Fayol Rules duties of management : Foresight: complete plan of action for the future Organization: provide resources to implement the plan Command: lead, select, evaluate workers Coordination: fit diverse effort together Control: make sure things happen according to plan Scalar Chain: there should be a clear and unbroken line of communication from the top to bottom workers Unity of Command: each person should receive orders from only one boss Unity of Direction: each person should be in charge of all activities with the same performance  Bureaucratic Organization: Max Weber Characteristics: Clear division of labor: jobs well defined Clear hierarchy of authority: responsibilities are clear Formal rules and procedure: written guidelines / files are kept Impersonality: rules and regulation are fairly applied Careers based on merits: workers are promoted based on abilities Possible Disadvantage of Bureaucracy: Excessive paperwork or 'redtape' Slowness in handling problems Rigidity in the face of shifting needs Resist change Employee empathy Behavioral Management Approaches  Organization as Communities: Mary Parker Follett Groups allow individuals to combine their talent for a greater good Managers job is to help people cooperate and achieve an integration of interests.  Hawthorne Studies: Hawthorne Psychological factors influence results  Maslow's Theory of needs: Abraham Maslow Involves two principles: Deficit principle:satisfied need is not a motivator or behavior Progression principle: need becomes a motivator once the preceding lower-level need is satisfied Needs Level: Physiological needs: most basic, food, clothes, water Safety needs: the need to be safe Social needs: the need to be socially accepted Esteem needs: need of esteem in the eye of others Self Actualization needs: highest need; need for self-fulfillment  McGregor Theory X and Theory Y: Theory X assumes: workers dislike work, lack of ambition, irresponsible, resist change, prefer to be led. Theory Y assumes: workers are willing to work, capable of self control, willing to take responsibility, imaginative and creative, capable of self-direction  Angyris's Theory of Adult Personality Asserts that psychological success occurs when people define own goal. Classical management: assumes that people at work act in a rational manner that is primarily driven by economic concerns Frank and Lilian Gilbreth: pioneered the use of motion studies as a management tools Knowledge management: is the process of using intellectual capital for competitive advantage Evidence-Based Management: making decision based on hard facts about what really works Learning organization are characterized by: system thinking, mental models, shared vision, personal mastery Henri Fayol: believed that management can be taught. Elton Mayo: believed that people would restrict their output in order to avoid the displeasure of the group Motion Study: science of reducing a task to its basic physical motions. Organization Systems Systems: collection of interrelated parts that work together for a purpose Sub-systems: smaller component of a larger system Open-systems: interacts with its environment and transforms resource inputs into outputs.


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