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MGT 1190 Chapter 1 Notes

by: Emily Michael

MGT 1190 Chapter 1 Notes MGT 1190

Emily Michael

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About this Document

These note cover the first chapter of our textbook. They isolate the main points of the book and are organized to allow you to easily isolate information.
Philip Weiker
Class Notes




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Popular in Management

This 3 page Class Notes was uploaded by Emily Michael on Monday September 26, 2016. The Class Notes belongs to MGT 1190 at Terra State Community College taught by Philip Weiker in Fall 2016. Since its upload, it has received 4 views. For similar materials see Management in Management at Terra State Community College.


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Date Created: 09/26/16
MGT 1190 Management Emily Michael CHAPTER 1: UNDERSTANDING THE MANAGERS JOB 1. What is Management? a. Organization: A group of people working in a coordinated fashion to achieve preset goals b. Management: Activities directed at the organizations resources in the aim of achieving the org. goals in an efficient and effective manner c. Manager: A person hired to carry out the management process d. Efficient: Using resources wisely and cost-effectively e. Effective: Making the right decision for the situation and implementing it 2. Types of Managers? a. Level in the Organization i. Top managers are a small group who manage the overall health of the organization, big-picture thinkers ii. Middle Managers implement policies and plans made by higher management. They also supervise lower managers iii. First-Line Managers are the largest group, they supervise and coordinate the normal untitled employees b. Type of Manager i. Marketing Manager, Financial Manager, HR Manager, GM, Administrative Manager, etc. 3. Functions of Management a. Planning: Setting the org.’s goals and deciding the best way to achieve those goals b. Decision Making: (part of planning) Selecting a course of action from a set of alternatives c. Organizing: Determine how activities and resources will be grouped d. Leading: Set of processes used to get member to work together to further the interests of the org. e. Controlling: Monitoring the org.’s progress toward its set goals 4. Management Skills a. Technical: The skills needed to accomplish or understand the specific kind of work done in an organization (Ex. Welding, or knowing how to assemble parts of a machine in a factory) b. Interpersonal: The ability to communicate with, understand, and motivate other individuals and groups. (Ex. Ordering inventory from a supplier over the phone) c. Conceptual: The ability to thing abstractedly, think of the big picture MGT 1190 Management Emily Michael d. Diagnostic: Ability to visualize the best response to the situation (Ex. Study a problem and develop a solution to resolve it) e. Communication: Ability to convey ideas and info to others and receive ideas and info from others f. Decision-Making: Ability to recognize and define problems and opportunities. Then you select the appropriate course of action to solve the problem and capitalize on the opportunities g. Time Management: Ability to prioritize your work and then to work efficiently and delegate properly so that all that needs done, gets done 5. Science & Art of Management a. Science of Management i. Rational, logical, objective, and systematic ii. Gather facts and data iii. Rely on technical, diagnostic, and decision-making skills b. Art of Management i. Intuition, experience, insight, personal insight ii. Rely on conceptual, interpersonal, & time management skills 6. The Importance of Theory & History in Management a. Theory: A conceptual framework for organizing knowledge and providing a blueprint for action i. Can be abstract & irrelevant or simple & practical ii. Management uses theories that are realistic and will improve an organization b. History is being aware of and understanding the historical advancements that have changed the we manage businesses i. Help avoid past mistakes 7. Classical Management Perspective a. Classical Management Perspective: 2 distinct branches b. Scientific Management (Frederick Taylor): Concerned with improving the performance of individual workers c. Concerned with improving the performance of individual workers i. Soldiering: employees work at a slow place deliberately d. Administrative Management: Focus on managing the total organization 8. Behavioral Management Perspective a. Behavioral Management Perspective: concerned with an individual attitudes and behaviors and group processes b. The Hawthorne Studies i. Study comparing productivity MGT 1190 Management Emily Michael ii. one group was given more light to see how productivity increased or decreased, both groups productivity increased iii. One group was given a pay increase incentive to see how productivity changes, the group set an acceptable level of work and those that did more or less were seen as rate-busters or chiselers c. The Human Relations Movement i. HR Movement: argued that workers respond to the social context of the workplace (Ex. Group norms, social conditioning, interpersonal dynamics) ii. Maslow’s hierarchy of needs say people are motivated by money and social acceptance iii. Douglas McGregor’s Theory X and Theory Y are two sets of beliefs iv. Theory X: A pessimistic and negative view of workers. This view is consistent with the views of scientific management v. Theory Y: A positive view of workers. This view is consistent with the assumptions that human relations advocates make d. Contingency Perspective: the current contemporary field that focuses on behavioral perspectives in management 9. Quantitative Management Perspective a. Quantitative Management Perspective: Applies quantitative techniques to management b. Management Science: focus on developing mathematical models that could be applied to management i. Mathematical models – a simplified representation of systems, processes, or relationships (ex. Equations, formulas) c. Operations Management: concerned with allowing the organizations to more efficiently produce products and services i. Less statistically concerned and less mathematical 10.Systems Perspective a. Systems: interrelated sets of elements that function as a whole element b. Open Systems: a system who interacts with the environment c. Closed Systems: a system who doesn’t interact with the environment d. Subsystems: a system or systems within another systems e. Synergy: two or more systems that work together and produce more together than they could alone f. Entropy: a normal process that leads to a systems decline 11.Contingency Perspective a. Universal Perspective: The idea that there is one best way to do something b. Contingency Perspective: a suggestion that the appropriate managerial behavior in any given situation depends on the unique elements of every situation


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