Management: Science, Theory, & Practice

Definition of Management: Its Nature and Purpose

Management is the process of designing and maintaining an

environment in which individuals, working together in groups, efficiently accomplish selected aims.

Functions of Management
Planning

Organizing
Staffing Leading

Controlling

Managerial Functions at Different Organizational Levels

All managers carry out managerial functions, but the time spent

for each function may differ.

Time Spent in Carrying Out Managerial Functions

Managerial Skills and the Organizational Hierarchy

The four skills required of administrators: Technical skills Human skills Conceptual And Design skills

Skills and Management Levels

The Goals of All Managers and Organizations

The aim of all managers should be to create a surplus. Thus,

managers must establish an environment in which people can accomplish group goals with the least amount of time, money, materials, and personal dissatisfaction.

Characteristics of Excellent & Most Admired Companies

Oriented toward action Learned about the needs of their customers Promoted managerial autonomy and entrepreneurship Achieved productivity by paying close attention to the needs of their people Driven by a company philosophy often based on the values of their leaders Focused on the business they knew best Had a simple organization structure with a lean staff Centralized as well as decentralized, depending on appropriateness.

Trends
Technology

Globalization
Entrepreneurship

Productivity
Productivity implies effectiveness and efficiency in individual and

organizational performance. Productivity= Input Output Increasing outputs with the same inputs Decreasing inputs but maintaining the same outputs Increasing the outputs and decreasing the inputs to change the ratio favorably

Definitions of Effectiveness and Efficiency

Effectiveness is the achievement of objectives. Efficiency is the achievement of the ends with the least amount

of resources (time, money, etc.).

Managing: Science or Art

Managing as practice is an art; the organized knowledge

underlying the practice is a science.

Management & Administration

Administration Management

Traditional & bureaucratic

Refers to decision making & determination of what is to be done & how Normative by nature Stress on process, & elaborate rule governed procedure Focus on ideology Importance of uniformity & standards Priority is governance

More modern & dynamic

Refers to execution & implementation of agreed goals Problem solving by nature Stress on output by often not trying to minimize something, but optimizing the opposing forces. Focus on skills Importance of variance & context Priority is performance

The Evolution of Management Thought

Scientific management Frederick Taylor, Henry Gantt, Frank & Lillian Gilbreth Modern operational management theory Henry Fayol Behavioural sciences Hugo Munsterberg, Walter Dill Scott, Max Weber, Vilfredo Pareto, Elton Mayo & F J Roethilisberger Systems theory Chester Bernard Modern management thought Peter F Drucker, W Edwards Deming, Laurence Peter, William Ouchi, Thomas Peters and Robert Waterman

Frederick Taylor & Scientific Management

Fundamental principles that Taylor saw underlying scientific

management:

Replacing rules of thumb with science (organized knowledge) Obtaining harmony, rather than discord, in group action Achieving cooperation of human beings, rather than restricted output Developing all workers to the fullest extent possible for their own and their companys highest prosperity.

Henri Fayols 14 Principles of Management

Division of labour Authority Discipline Unity of Command Unity of Direction Subordination of Individual Interest to Common Good Remuneration Centralization The Hierarchy Order Equity Stability of staff Initiative Esprit de Corps

Elton Mayo & F J Roethlisberger

The Hawthorne studies

Patterns of Management Analysis

The Managerial Roles Approach Interpersonal roles Informational roles Decision roles The Management Process or Operational Approach Draws together the pertinent knowledge of management by relating it to the managerial job.

The Systems Approach to the Management Process

Inputs and claimants

The managerial transformation process

The communication system External variables

Outputs
Reenergizing the system

The Functions of Managers

Planning

Selecting missions and objectives as well as the actions to achieve them, which requires decision making Establishing an intentional structure of roles for people to fill in an organization Filling and keeping filled, the positions in the organization structure Influencing people so that they will contribute to organizational and group roles Measuring and correcting individual and organizational performance to ensure that events conform to plans

Organizing

Staffing

Leading

Controlling