MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE"

Transcription

1 MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE APPROACH, THE SYSTEMS APPROACH, CONTINGENCY APPROACH

2 DEFINING MANAGEMENT Our society could not exist or improve its present status without managers to guide its organizations. Organizations come in a variety of sizes and types corporations, schools, governments, and so on, and they serve a wide range functions. All organizations try to reach their common goals. It would be impossible to image a modern society without organized effort or without people who oversee and synchronize that effort.

3 DEFINING MANAGEMENT Organizations are social entities All organizations have a structure Organizations are designed to achieve specific goals Organizations have identifiable boundaries Organizations exist in a relatively permanent basis All formal organizations use specific knowledge (or technology) to perform work-related activities Organization enterprise corporation firm company

4 What Is Management? Mary Parker Follett, described management as "the art of getting things done through people." From Peter Drucker's viewpoint, managers give direction to their organizations, provide leadership, and decide how to use organizational resources to accomplish goals. By Richard L. Daft: "Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources". According to Wikipedia: Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing, and controlling an organization to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management is also an academic discipline, a social science whose objective is to study social organization.

5 SCHOOLS OF MANAGEMENT CONTINGENCY SCHOOL BEHAVIORAL SCHOOL CLASSICAL SCHOOL MANAGEMENT SCHOOLS QUANTITATIVE SCHOOL SYSTEMS SCHOOL

6 SCHOOLS OF MANAGEMENT MANAGEMENT SCHOOLS BEGINNING DATES EMPHASIS CLASSICAL SCHOOL Managing workers and organizations more efficiently. Scientific Management 1880s Administrative Management 1940s Bureaucratic Management 1920s BEHAVIORAL SCHOOL Understanding human behaviour in the organization. Human Relations 1930s Behavioural Science 1950s QUANTITATIVE SCHOOL Management Science 1940s Increasing quality of managerial decision-making through the application of mathematical and statistical methods. Operations Management 1940s Management Information Systems 1950s 1970s SYSTEMS SCHOOL 1950s Understanding the organization as a system that transforms inputs into outputs while in constant interaction with its' environment. CONTINGENCY SCHOOL 1960s Applying management principles and processes as dictated by the unique characteristics of each situation.

7 THE CLASSICAL SCHOOL The oldest formal school of management Its roots pre-date the twentieth century Concerns ways to manage work and organizations more efficiently Three areas of study that can be grouped under the classical school are: Scientific management Administrative management Bureaucratic management

8 Scientific Management Late 19th century Workers and management often in conflict, slow pace of production The systematic study of work methods in order to improve efficiency (Frederick W. Taylor, Frank Gilbreth, Lillian Gilbreth, and Henry Gantt) Major principles: The application of the scientific method to determine the best method Suggests that workers should be scientifically selected and trained Advocates genuine cooperation between workers and management, mutual selfinterest Manager responsible for planning the work Worker responsible for implementing management's plans Difficult but fair performance standards Implementation of a pay-for-performance incentive Tremendous influence, still valid today.

9 Administrative Management Focus on the management process and principles of management More general theory, Henri Fayol the major contributor: Management was a universal process consisting of functions (planning, organizing, commanding, coordinating, and controlling) All managers performed these functions and distinguished management as a separate discipline of study Presented fourteen principles of management Criticized as rigid and inflexible Functional approach to management is still the dominant way of organizing management knowledge, many of fayols principles of management, still considered relevant

10 Bureaucratic Management Focuses on the ideal form of organization Max Weber the major contributor Early organizations were inefficiently managed, with decisions based on personal relationships and loyalty Proposed that a form of organization, called a bureaucracy, characterized by: Division of labour, Hierarchy, Formalized rules, Impersonality, The selection and promotion of employees based on ability would lead to more efficient management Managers' authority in an organization held in the organizational hierarchy Weber's ideas formed the basis for modern organization

11 THE BEHAVIOURAL SCHOOL Perceived weaknesses in the assumptions of the classical school The classical school emphasized efficiency, process, and principles Some felt that this emphasis disregarded important aspects of organizational life, particularly human behaviour The behavioural school focused on trying to understand the factors that affect human behaviour at work

12 Human Relations The Hawthorne Experiments (1924 early 1930s), Clair Turner, Fritz J. Roethlisberger, Elton Mayo Productivity Workplace: a social system and informal group influence could exert a powerful effect on individual behaviour The style of supervision is an important factor in increasing workers' job satisfaction Collaborative systems between labour and management Interest in the human element at work According to the human relations school, the manager should possess skills for: Diagnosing the causes of human behaviour at work Interpersonal communication Motivating and leading workers If worker needs were satisfied, wisdom held, the workers would in turn be more productive. Thus, the human relations school focuses on issues of communication, leadership, motivation, and group behaviour. Still influences management theory and practice, as contemporary management focuses much attention on human resource management, organizational behaviour, and applied psychology in the workplace The major contributors: Mary Parker Follett, Chester Barnard, Abraham Maslow, Kurt Lewin, Renais Likert, and Keith Davis

13 Behavioural Science Focused on applying conceptual and analytical tools to the problem of understanding and predicting behaviour in the workplace Also a result of criticism of the human relations approach as simplistic and manipulative in its assumptions about the relationship between worker attitudes and productivity. The importance to management practitioners of understanding human behaviour. The behavioural science school has contributed to the study of management through its focus on: Personality Attitudes Values Motivation Group behaviour Leadership Communication Conflict The major contributors: Douglas McGregor, Chris Argyris, Frederick Herzberg, Renais Likert, and Ralph Stogdill

14 THE QUANTITATIVE SCHOOL The quantitative school focuses on improving decision making via the application of quantitative techniques. Its roots can be traced back to scientific management.

15 Management Science and Management Information Systems Uses mathematical and statistical approaches to solve management problems Developed during World War II as strategists tried to apply scientific knowledge and methods to the complex problems of war Industry began to apply management science after the war. George Dantzig developed linear programming, an algebraic method to determine the optimal allocation of scarce resources. Other tools used in industry include: Inventory control theory Goal programming Queuing models Simulation MIS focuses on providing needed information to managers in a useful format and at the proper time. Decision support systems (DSS) attempt to integrate decision models, data, and the decision maker into a system that supports better management decisions.

16 Production and Operations Management Focuses on the operation and control of the production process that transforms resources into finished goods and services Productivity and quality of both manufacturing and service organizations. Major areas of study within operations management include: Capacity planning Facilities location Facilities layout Materials requirement planning Scheduling Purchasing Inventory control Quality control Computer integrated manufacturing Just-in-time inventory systems Flexible manufacturing systems

17 SYSTEMS SCHOOL Focuses on understanding the organization as an open system that transforms inputs into outputs Early contributors: Kenneth Boulding, Richard Johnson, Fremont Kast, and James Rosenzweig Strong impact on management in the 1960s Allow managers to relate different specialties and parts of the company to one another, as well as to external environmental factors The systems school focuses on the organization as a whole, its interaction with the environment, and its need to achieve equilibrium Criticized as too abstract and too complex The ideas inherent in the systems school formed the basis for the contingency school of management

18 CONTINGENCY SCHOOL Focuses on applying management principles and processes as dictated by the unique characteristics of each situation There is no one best way to manage and that it depends factors, such as: The external environment Technology Organizational characteristics Characteristics of the manager Characteristics of the subordinates Criticize the classical school for its emphasis on the universality of management principles Organizational design, job design, motivation, and leadership style The major contributors: Joan Woodward, Paul Lawrence, Jay Lorsch, and Fred Fiedler, among many others

19 CONTEMPORARY "SCHOOLS" OF MANAGEMENT Management research and practice continues to evolve and new approaches to the study of management continue to be advanced. This section briefly reviews two contemporary approaches: Total quality management (TQM) The learning organization While neither of these management approaches offer a complete theory of management, they do offer additional insights into the management field.

20 Total Quality Management Focuses on managing the entire organization to deliver quality goods and services to customers Implemented in Japan after World War II and was a major factor in their economic renaissance TQM has at least four major elements. Employee involvement A customer focus Benchmarking Continuous improvement TQM has been implemented by many companies worldwide and appears to have fostered performance improvements in many organizations. Perhaps the best-known proponent of this school of management was W. Edwards Deming.

21 Learning Organization Environmental and technological change One of the biggest challenges for organizations is to continuously change in a way that meets the demands of this turbulent competitive environment The learning organization: one in which all employees are involved in identifying and solving problems The organizing principle of the learning organization is not efficiency, but problem solving. Three key aspects of the learning organization are: A team-based structure Empowered employees Open information Peter Senge is one of the best-known experts on learning organizations

22 The Evolution of Managerial Work by Tim Barnett

23 Some of basic management rules they did not tell us at school Those who are at low positions at the hierarchy, are there, because they do not want to play politics. Those who are at the highest do not need to play games anymore. Those who are in the middle must play, because they do not want to be low and they are still not high. The most number of inefficient, bad-performing, frustrated and unsettled people are in the middle. Their performance is bind to the rules, conventions, mortgage, high costs and a tie. The solution of the complex problems is seen only the ones from the bottom (closest to the customer, no one asks their opinion) or those from the top, because they have a broad overview. The solution of the complicated problems often lies over the border we have created ourselves. There is no border. We can call them contracts, templates, approaches, mediators, bosses, bible it does not matter. They all can be changed or ignored. The most successful people create their own rules. The best solutions are created at the edge. It is necessary to take the risk. To be able to take the risk, we need to be ready to lose something the chair, benefits, status, and contract. The first to be forgotten in the big company is always the customer.

24 Děkuji za pozornost Kontakt:

Classical & Neo Classical Theories

Classical & Neo Classical Theories Classical & Neo Classical Theories Submitted To Mr Udit Pandey Submitted By Abhay Kpkoti Two Schools Of Thought 1. Classical Management (1800-1930) Administrative Theory (Henry Fayol) Scientific Management

More information

Chapter 02 Test Bank

Chapter 02 Test Bank Chapter 02 Test Bank Student: 1. In the context of the origins of management, Wu Qi, a Chinese general, discussed the importance of planning and leading in his book The Art of War. True False 2. In the

More information

HUMAN RELATIONS: A Background. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

HUMAN RELATIONS: A Background. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. 1 HUMAN RELATIONS: A Background McGraw-Hill/Irwin Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives Define human relations. Explain the importance of human relations

More information

1.What is Organisation and Organisational Behaviour?

1.What is Organisation and Organisational Behaviour? 1.What is Organisation and Organisational Behaviour? Organisation is a cooperative interaction dynamic in social system with the purpose of satisfying individual needs (Barnard, 1938). This is not a sole

More information

Management. tenth edition. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2 1

Management. tenth edition. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2 1 Management tenth edition Stephen P. Robbins Mary Coulter Chapter 2 Management History 2 1 Learning Outcomes 2.1 Historical Background Of Management. Explain why studying management history is important.

More information

Management and Organizational Behavior. Historical Foundations. Ancient History. Historical Foundations of Management - 1

Management and Organizational Behavior. Historical Foundations. Ancient History. Historical Foundations of Management - 1 Management and Organizational Behavior Historical Foundations of Management - 1 Historical Foundations Classical Approaches to Management Behavioral Management Approaches Modern Approaches to Management

More information

Chapter 7 Management and leadership

Chapter 7 Management and leadership Chapter 7 Management and leadership Leadership and management Definitions of leadership Leadership means giving a lead to others. A leader gives guidance and direction, and other ( followers ) follow the

More information

Chapter 02 The Evolution of Management Thought

Chapter 02 The Evolution of Management Thought Chapter 02 The Evolution of Management Thought TEST PLANNING TABLE FOR CHAPTER 2 Learning Goal Easy Moderate Hard 1. Describe how the need to increase organizational efficiency and effectiveness has guided

More information

Justice Administration Police, Courts, and Corrections Management

Justice Administration Police, Courts, and Corrections Management Justice Administration Police, Courts, and Corrections Management EIGHTH EDITION CHAPTER 2 Organization and Administration: Principles and Practices Defining Organizations Like supervision and management,

More information

Chapter #1 of MANAGEMENT

Chapter #1 of MANAGEMENT Chapter #1 of MANAGEMENT Management for Turbulent Times 2 Learning Outcomes Describe the four management functions and the type of management activity associated with each. Explain the difference between

More information

CHAPTER 2 DEVELOPMENT OF MANAGEMENT THOUGHTS

CHAPTER 2 DEVELOPMENT OF MANAGEMENT THOUGHTS DEVELOPMENT OF MANAGEMENT THOUGHT Management has developed since the time when the world came into existence. Whenever group efforts are necessary to achieve anything, there is a need for management. Kautilya

More information

Social Welfare Administration. Byungdeok Kang Handong Global University

Social Welfare Administration. Byungdeok Kang Handong Global University Social Welfare Administration Byungdeok Kang Handong Global University Organizational Theory The Main Target of Administration? Organizational Theory? Organizational Theories Bureaucracy Scientific Management

More information

PELLISSIPPI STATE COMMUNITY COLLEGE MASTER SYLLABUS PRINCIPLES OF MANAGEMENT BUSN 2330

PELLISSIPPI STATE COMMUNITY COLLEGE MASTER SYLLABUS PRINCIPLES OF MANAGEMENT BUSN 2330 PELLISSIPPI STATE COMMUNITY COLLEGE MASTER SYLLABUS PRINCIPLES OF MANAGEMENT BUSN 2330 Class Hours: 3.0 Credit Hours: 3.0 Laboratory Hours: 0.0 Revised: Fall 2014 Catalog Course Description: This course

More information

Chapter Ten. Motivating Employees. McGraw-Hill/Irwin. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

Chapter Ten. Motivating Employees. McGraw-Hill/Irwin. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. Chapter Ten Motivating Employees McGraw-Hill/Irwin Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. INTRINSIC REWARDS The Value of Motivation Intrinsic Rewards -- Personal satisfaction

More information

The Nature of Organizational Theory. (Management Theory)

The Nature of Organizational Theory. (Management Theory) The Nature of Organizational Theory (Management Theory) An organization is a collection of people working together under a division of labor and a hierarchy of authority to achieve a common goal. Continuously

More information

Organisation and Management An International Approach

Organisation and Management An International Approach Nick van Dam Jos Marcus Organisation and Management An International Approach Noordhoff Uitgevers Groningen Houten About the authors & acknowledgements V Introduction 1 1 The evolution of organisation

More information

1. What is Management?

1. What is Management? 1. What is Management? 1.1 Planning, Controlling, Organizing, and Leading 1.2 The History of Management 1.3 Managerial Ethics 1.1 Planning, Controlling, Organizing, and Leading Managers are people who

More information

Management. Part I: Introduction Ch. 2. The evolution of management

Management. Part I: Introduction Ch. 2. The evolution of management Management Part I: Introduction Ch. 2. The evolution of management Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing

More information

Human Relations and Behavioural Approach to Management Thought

Human Relations and Behavioural Approach to Management Thought Human Relations and Behavioural Approach to Management Thought By Dr. Varish Chaturvedi ABSTRACT Theories of management are the basic background for the study of management. The objective of this paper

More information

Management. Essentials of Contemporary. Gareth R. Jones. Jennifer M. George. Michael Rock. J. W. Haddad 1-1. Third Canadian Edition

Management. Essentials of Contemporary. Gareth R. Jones. Jennifer M. George. Michael Rock. J. W. Haddad 1-1. Third Canadian Edition 1-1 Essentials of Contemporary Management Third Canadian Edition Gareth R. Jones Texas A&M University Jennifer M. George Texas A&M University Michael Rock Seneca College of Applied Arts & Technology J.

More information

Chapter One. Managers and Managing. What is Management? What is Management? Four Functions of Management. Steps in the Planning Process.

Chapter One. Managers and Managing. What is Management? What is Management? Four Functions of Management. Steps in the Planning Process. Chapter One What is Management? Managers and Managing All managers work in organizations Organizations collections of people who work together and coordinate their actions to achieve a wide variety of

More information

Unit 3: Evolution of Management Thoughts

Unit 3: Evolution of Management Thoughts Unit 3: Evolution of Management Thoughts Scientific Management Principles: Meaning The term scientific management is the combination of two words i.e. scientific and management. The word "Scientific" means

More information

The Influence of Classical and Human-Relations Approaches in Management Today, A Critical Evaluation.

The Influence of Classical and Human-Relations Approaches in Management Today, A Critical Evaluation. The Influence of Classical and Human-Relations Approaches in Management Today, A Critical Evaluation. Prepared for University of South Wales Dr. Leonidas Efthymiou Management Theories and Philosophies

More information

SUBJECT : PRINCIPLES OF MANAGEMENT Important Question Unit 1&2

SUBJECT : PRINCIPLES OF MANAGEMENT Important Question Unit 1&2 SUBJECT : PRINCIPLES OF MANAGEMENT Important Question Unit 1&2 ANSWER ALL THE QUESTIONS 1. Point put the qualities of a good manager Tactical person Problem solver Better communicator Good liaison officers

More information

Management, Motivation, and Leadership: Bringing Business to Life

Management, Motivation, and Leadership: Bringing Business to Life 14 14-1 14-2 14-3 14-4 14-5 14-6 Management, Motivation, and Leadership: Bringing Business to Life Discuss the role of management and its importance to organizational success Explain key theories and current

More information

Manufacturing Organization

Manufacturing Organization Manufacturing Organization DEFINITION MANUFACTURE: TO MAKE OR PROCESS (A RAW MATERIAL) INTO A FINISHED PRODUCT, ESPECIALLY BY A LARGESCALE INDUSTRIAL OPERATION. TO MAKE OR PROCESS (A PRODUCT), ESPECIALLY

More information

Examining Hindrance of Bureaucracy on Management Innovation for Organizations

Examining Hindrance of Bureaucracy on Management Innovation for Organizations Examining Hindrance of Bureaucracy on Management Innovation for Organizations Grace Thomas Mori Assistant lecturer at Moshi Co-operative University (MoCU) Coast and Dar es salaam Centre, Dar es Salaam,

More information

Business Studies - Management Notes. Business Studies Study Notes

Business Studies - Management Notes. Business Studies Study Notes Business Studies - Management Notes Business Studies Study Notes The Nature of Management: Definition of Management: The process of working with and through other people to achieve business goals in a

More information

Max Weber was a proponent of nepotism in business organizations.

Max Weber was a proponent of nepotism in business organizations. 1. (Optional) Sign up for LearnSmart and work the chapter 8-10 and 13-16 decks down to zero. 2. Carefully read every assigned page, taking notes if that s your style. 3. Make sure you know the correct

More information

02/08/2015. Course Title: Organization & Management. Eliane BACHA. Course description

02/08/2015. Course Title: Organization & Management. Eliane BACHA. Course description Course Title: Organization & Management Eliane BACHA 1 Course description This course focuses on some principles and practices used in management and organization. The aim of the course is to equip students

More information

Ch.10 Organization for Logistics.

Ch.10 Organization for Logistics. Part 1 : System Management. Ch.10 Organization for Logistics. Edited by Dr. Seung Hyun Lee (Ph.D., CPL) IEMS Research Center, E-mail : lkangsan@iems.co.kr Organization for Logistics. [Blanchard, pp405-430]

More information

Description of Module Food Technology Food Business Management

Description of Module Food Technology Food Business Management Subject Name Paper Name Paper No. 14 Module Name/Title Module Id Description of Module Food Technology Food Business Management Organizational Leadership FT/FBM/09 Objectives To know about difference between

More information

International Journal of Management and Sustainability

International Journal of Management and Sustainability International Journal of Management and Sustainability journal homepage: http://pakinsight.com/?ic=journal&journal=11 MODERN ORGANIZATION THEORY: ANALYZING THE COMPLEXITY OF COORDINATION AND COOPERATION

More information

Unit 5 Motivation. "Motivation is the set of forces that causes people to behave in certain ways." R.W. Griffin

Unit 5 Motivation. Motivation is the set of forces that causes people to behave in certain ways. R.W. Griffin Unit 5 Motivation Concept and Process Since motivation influences productivity, supervisors need to understand what motivates employees to reach peak performance. It is not an easy task to increase employee

More information

Chapter 7. Management, Leadership, and the Internal Organization

Chapter 7. Management, Leadership, and the Internal Organization Chapter 7 Management, Leadership, and the Internal Organization Learning Objectives 1 Define management and the three types of skills necessary for managerial success. 5 Contrast the types of business

More information

MODULE 6. Planned Change Introduction To Od

MODULE 6. Planned Change Introduction To Od MODULE 6 Planned Change Introduction To Od Organization Development (Od) A long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving

More information

Questions carries 2 marks are given below -

Questions carries 2 marks are given below - Questions carries 2 marks are given below - Ques. 1 - Explain scalar chain? Ans - As per the scalar chain, there is a scalar chain of authority and communication which move in a straight line from the

More information

DEVELOPING EXTRAORDINARY

DEVELOPING EXTRAORDINARY DEVELOPING EXTRAORDINARY LEADERS: RE-SHAPING EXPECTATIONS OF LEADERSHIP CAPACITY Robert M. Tobias Director, Public Sector Executive Education American University Patrick K. Barker Technical Director, Project

More information

PART B UNIT 5 MOTIVATION AND BEHAVIOR. N.Venkatesh, MITE

PART B UNIT 5 MOTIVATION AND BEHAVIOR. N.Venkatesh, MITE PART B UNIT 5 MOTIVATION AND BEHAVIOR Hawthorne studies Elton Mayo conducted the famous experiment at Howthorne plant of western electric company between 1924 and 1932 The study revealed the influence

More information

THE CONCEPT OF MANAGEMENT THEORY

THE CONCEPT OF MANAGEMENT THEORY THE CONCEPT OF MANAGEMENT THEORY Timeframe: 10 hours Critically analyse the main management and leadership theories; Learning outcomes: Critically examine the history and evolution of management; Analyse

More information

DEPARTMENT OF MECHANICAL ENGINEERING FOURTH SEMESTER MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK UNIT I - INTRODUCTION TO MANAGEMENT AND

DEPARTMENT OF MECHANICAL ENGINEERING FOURTH SEMESTER MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK UNIT I - INTRODUCTION TO MANAGEMENT AND DEPARTMENT OF MECHANICAL ENGINEERING FOURTH SEMESTER MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK UNIT I - INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS (2 MARKS) 1. What is Management? (M-12) Management

More information

Leadership Communication: - Motivating with Emotional Intelligence

Leadership Communication: - Motivating with Emotional Intelligence Signe Møller Thostrup Student no.: 300341 May 5, 2011 Leadership Communication: - Motivating with Emotional Intelligence Supervisor: Simon Lind Fischer Number of characters: 54,496 Summary Emotions take

More information

LEADERSHIP POTENTIAL INDICATOR

LEADERSHIP POTENTIAL INDICATOR LEADERSHIP POTENTIAL INDICATOR Personal Report John Smith 2017 MySkillsProfile. All rights reserved. Introduction The (LPI) measures aspects of your leadership style by asking you questions about your

More information

DEVELOPMENT OF MANAGEMENT THOUGHT: A BRIEF HISTORY

DEVELOPMENT OF MANAGEMENT THOUGHT: A BRIEF HISTORY 110 DEVELOPMENT OF MANAGEMENT THOUGHT: A BRIEF HISTORY 6 THE EVOLUTION OF MANAGEMENT THOUGHT The Role of Theory and History in Management Theory helps in the provision of a simple conceptual framework

More information

CONCEPT, DEFINITION AND SCOPE OF LIBRARY MANAGEMENT. Content Writer: Prof. H.R. Chopra

CONCEPT, DEFINITION AND SCOPE OF LIBRARY MANAGEMENT. Content Writer: Prof. H.R. Chopra CONCEPT, DEFINITION AND SCOPE OF LIBRARY MANAGEMENT Content Writer: Prof. H.R. Chopra 0. Introduction Management refers to series of functions for the organisation and administration of various activities

More information

MOTIVATION. Definition of Motivation The will to achieve. Factor that cause, channel & sustain an individual s behavior (Stoner).

MOTIVATION. Definition of Motivation The will to achieve. Factor that cause, channel & sustain an individual s behavior (Stoner). Definition of Motivation The will to achieve MOTIVATION Factor that cause, channel & sustain an individual s behavior (Stoner). The willingness to put forth effort in the pursuit of organizational goals

More information

Lesson Five Management as a Science verses Management as an Art

Lesson Five Management as a Science verses Management as an Art BA 103 Principles of Management 1 Lesson Five Management as a Science verses Management as an Art BA 103 Principles of Management 2 Management as a science versus management as an art One of the enduring

More information

This book is about human behavior in public and nonprofit organizations.

This book is about human behavior in public and nonprofit organizations. 01-Denhardt-45596.qxd 5/21/2008 3:04 PM Page 1 CHAPTER 1 Organizational Behavior as a Way of Thinking and Acting This book is about human behavior in public and nonprofit organizations. Its purpose is

More information

Management. Part I: Introduction Ch. 1. Manager s job

Management. Part I: Introduction Ch. 1. Manager s job Management Part I: Introduction Ch. 1. Manager s job Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading

More information

Transactional Leadership

Transactional Leadership DePaul University From the SelectedWorks of Marco Tavanti 2008 Transactional Leadership Marco Tavanti, DePaul University Available at: https://works.bepress.com/marcotavanti/15/ Transactional Leadership

More information

Lesson:-02 DIFFERENT APPROACHES AND SYSTEMS OF MANAGEMENT, SKILLS, ROLES AND MODERN CHALLENGES

Lesson:-02 DIFFERENT APPROACHES AND SYSTEMS OF MANAGEMENT, SKILLS, ROLES AND MODERN CHALLENGES Lesson:-02 DIFFERENT APPROACHES AND SYSTEMS OF MANAGEMENT, SKILLS, ROLES AND MODERN CHALLENGES Objectives of the lesson After studying this lesson, you should understand: 1. The various approaches to management

More information

Development of Management Thoughts

Development of Management Thoughts Finance & Management- RBI Grade B Development of Management Thoughts Chapter 1 Bankexamstoday.com TABLE OF CONTENTS Definition of Management... 1 Functions of Management... 3 14 Principles of Management

More information

THEORIES OF EDUCATIONAL MANAGEMENT

THEORIES OF EDUCATIONAL MANAGEMENT THEORIES OF EDUCATIONAL MANAGEMENT MANAGEMENT MODEL LEADERSHIP MODEL FORMAL COLLEGIAL POLITICAL SUBJECTIVE AMBIGUITY CULTURAL MANAGERIAL PARTICIPATIVE TRANSFORMATIONAL INTERPERSONAL TRANSACTIONAL POST-MODERN

More information

Understanding the Management Process

Understanding the Management Process Chapter 6 Understanding the Management Process 1 Define what management is. 2 Describe the four basic management functions: planning, organizing, leading and motivating, and controlling. 3 Distinguish

More information

Chapter 1 Nature and Significance of Management

Chapter 1 Nature and Significance of Management Chapter 1 Nature and Significance of Management *1 MARK QUESTIONS * 'In an organization employees are happy and satisfied, there in no choice and the effect of management is noticeable.' Which characteristic

More information

Human Resource Management (HRM)

Human Resource Management (HRM) Human Resource Management (HRM) 1 Human Resource Management (HRM) Courses HRM 5051. Human Resources Management Strategies. 3 Credit Hours. The effective management of HR practices has an enormous effect

More information

INTERPERSONAL SKILLS FOR

INTERPERSONAL SKILLS FOR INTERPERSONAL SKILLS FOR PROJECT MANAGERS Dr Anthony Yeong DBA MBA PMP PRINCE2 Practitioner July 2011 AGENDA Why Interpersonal Skills? Leadership Team building Motivation Communication Influencing Decision

More information

FACULTY OF BUSINESS AND ACCOUNTANCY

FACULTY OF BUSINESS AND ACCOUNTANCY FACULTY OF BUSINESS AND ACCOUNTANCY List of Courses Offered for University of Malaya Student Exchange (UMSEP) for 2018/2019 Academic Session No. Course Code Topic Pre- Requisite Credit Course Offered Semester

More information

Transformational Leadership: What s Your Motivation?

Transformational Leadership: What s Your Motivation? Transformational Leadership: What s Your Motivation? Leadership Advance Online Issue XXII by Eileen DesAutels Wiltshire Many people often use the terms management and leadership interchangeably, but they

More information

Leadership and Management Skills

Leadership and Management Skills Leadership and Management Skills Fred Gratto fred.gratto@sfcollege.edu Santa Fe College Technical skills and experience are the cost of getting into the game. However, what separates the extraordinary

More information

Management and Planning

Management and Planning Management and Planning A VERY BRIEF INTRODUCTION Management and Planning Are processes that do not end Focus on present & future conditions Provide blueprints or mechanisms to address threats, solve problems

More information

Required Courses ACCT 710 Managerial Accounting for Decision Making and Control FIN 750 Financial Management ECON 708 Managerial Economics

Required Courses ACCT 710 Managerial Accounting for Decision Making and Control FIN 750 Financial Management ECON 708 Managerial Economics Required Courses ACCT 710 Managerial Accounting for Decision Making and Control This course focuses on the role of management accounting in planning, controlling, evaluating performance and decision-making.

More information

ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES

ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Bulletin of the Transilvania University of Braşov Vol. 3 (52) - 2010 Series V: Economic Sciences ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Lucian GUGA 1 Abstract: Strategic management

More information

Chapter Two: Bureaucracy (The actual bureaucracy)

Chapter Two: Bureaucracy (The actual bureaucracy) Chapter Two: Bureaucracy (The actual bureaucracy) What is Bureaucracy? Is Bureaucracy viewed negatively?? Especially in developing countries?? What is Bureaucracy? It is easily to describe bureaucracy

More information

Chapter 16 Motivation

Chapter 16 Motivation Chapter 16 Motivation TRUE/FALSE. 1) The definition of motivation has three key elements: energy, direction, and persistence. 8) According to the goal-setting theory, a generalized goal of "do your best"

More information

THIRD POWER TEAMS. T 1 The Power of Competence T 2 The Power of Commitment T 3 The Power of Collaboration

THIRD POWER TEAMS. T 1 The Power of Competence T 2 The Power of Commitment T 3 The Power of Collaboration DS PERFORMANCE GROUP Dramatic and Sustainable Performance Individuals Teams Organizations THIRD POWER TEAMS T 1 The Power of Competence T 2 The Power of Commitment T 3 The Power of Collaboration Dramatic

More information

Final Examination Semester 2 / Year 2011

Final Examination Semester 2 / Year 2011 Southern College Kolej Selatan 南方学院 Final Examination Semester 2 / Year 2011 COURSE : FUNDAMENTALS OF MANAGEMENT COURSE CODE : MGMT 1003 TIME : 2 1/2 HOURS DEPARTMENT : FINANCE & ACCOUNTING, MANAGEMENT,

More information

Volume 1 Issue ISSN: BHARTIYAM INTERNATIONAL JOURNAL OF EDUCATION & RESEARCH

Volume 1 Issue ISSN: BHARTIYAM INTERNATIONAL JOURNAL OF EDUCATION & RESEARCH ABSTRACT Management : Implementation of Policies and strategies in the planning process Prof. Dinesh C. Agrawal Associate Professor, Head-MBA Raj Kumar Goel Engineering College Ghaziabad E Mail: Management

More information

Theories of Motivation. 2. Introduction. 2.1 Overview. Notes: Copyright 2016 Educational Design Technology (EDT) background music

Theories of Motivation. 2. Introduction. 2.1 Overview. Notes: Copyright 2016 Educational Design Technology (EDT) background music Theories of Motivation 2. Introduction 2.1 Overview background music 2.2 Learning Objectives background music 1. Motivation 1.1 Motivation no audio 1.2 Definition of Motivation Motivation is the psychological

More information

Creative Leadership Questionnaire (CLQ)

Creative Leadership Questionnaire (CLQ) MSP Feedback Guide 2009 Creative Leadership Questionnaire (CLQ) Feedback to Test Takers www.myskillsprofile.com Introduction (page 2 of the report) Key points to make The Creative Leadership Questionnaire

More information

Understanding and Managing Organizational Behavior Chapter 1:

Understanding and Managing Organizational Behavior Chapter 1: Understanding and Managing Organizational Behavior Chapter 1: An Introduction to Organizational Behavior Define organizational behavior. Identify different theories and views on organizational behavior.

More information

Course Learning Outcomes for Unit VI

Course Learning Outcomes for Unit VI UNIT VI STUDY GUIDE Motivation and Leadership Reading Assignment Chapter 13: Motivation and Performance Chapter 14: Leadership Suggested Reading See information below. Learning Activities (Non-Graded)

More information

Motivating the Demotivated Checklist 221

Motivating the Demotivated Checklist 221 Motivating the Demotivated Checklist 221 Introduction Some would argue that people are not unmotivated; it s just that the right motivation triggers have not yet been found. It s largely a question of

More information

HUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION

HUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION HUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION Luţ Dina Maria lecturer, PHD student Christian University Dimitrie Cantemir Faculty of Management in

More information

Organizational. Behavior 15th Global Edition. Chapter1. Robbins and Judge. What Is Organizational Behavior? Copyright 2013 Pearson Education 1-1

Organizational. Behavior 15th Global Edition. Chapter1. Robbins and Judge. What Is Organizational Behavior? Copyright 2013 Pearson Education 1-1 Organizational Chapter1 Behavior 15th Global Edition Robbins and Judge What Is Organizational Behavior? 1-1 Chapter 1 Learning Objectives After studying this chapter you should be able to: Demonstrate

More information

Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo

Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo Completed downloadable package TEST BANK for Fundamentals of Human Resource Management 12th Edition by David A. DeCenzo, Stephen

More information

Chapter 1. Leadership CHAPTER OUTLINE

Chapter 1. Leadership CHAPTER OUTLINE Leadership CHAPTER OUTLINE Chapter 1 I. THE NATURE OF LEADERSHIP A. Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities

More information

Basic Motivation Concepts

Basic Motivation Concepts Basic Motivation Concepts 2005 Prentice Hall Inc. All rights reserved. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S

More information

Understanding and Managing Organizational Behavior

Understanding and Managing Organizational Behavior Understanding and Managing Organizational Behavior Course Description This course is an examination of human relations theory and individuals, group, and organizational performance in relation to organizational

More information

Organizational Behavior. Dr. Christiane Schwieren

Organizational Behavior. Dr. Christiane Schwieren Organizational Behavior Dr. Christiane Schwieren Goals of This Lecture Introduce to the main topics & research methods of OB Discuss some topics in more detail Link with literature in behavioral economics

More information

Management 301 Exam 2 Review

Management 301 Exam 2 Review Chapter 1: The Exceptional Manager pg. 4 29 Management 301 Exam 2 Review What are the challenges to being a star manager? Challenge 1: Managing for Competitive Advantage Staying Ahead of Rivals o Being

More information

cambridge Institute for Family Enterprise

cambridge Institute for Family Enterprise Professionalizing the Family Business: It s Not What You Think It Is John A. Davis Cambridge Institute for Family Enterprise cambridge Institute for Family Enterprise At some point in the life of a family

More information

FOUNDATIONS OF ORGANIZATIONAL RATIONALITY

FOUNDATIONS OF ORGANIZATIONAL RATIONALITY FOUNDATIONS OF ORGANIZATIONAL RATIONALITY By Igbafe Kate Rashida General and Entrepreneur Studies Unit, University of Medical Sciences, Ondo State, Nigeria igbafekr@gmail.com ; 0806 450 7391 Introduction

More information

The Theory of Business, Complexity, and Getting Work Done

The Theory of Business, Complexity, and Getting Work Done The Theory of Business, Complexity, and Getting Work Done By Michael Kaufman, Principal, InnovationLabs LLC Abstract Dr. Deming used to say that management is prediction, by which he meant that every decision

More information

CHAPTER 6: THE MANAGERIAL GRID

CHAPTER 6: THE MANAGERIAL GRID CHAPTER 6: THE MANAGERIAL GRID 1 LEARNING OBJECTIVES By the end of this chapter, managers will be able to 1. List the five components of the managerial grid. 2. Define the five components of the managerial

More information

A leader lives in each of us. Leadership is one of the four functions of management.

A leader lives in each of us. Leadership is one of the four functions of management. MODULE 16 A leader lives in each of us MODULE GUIDE 16.1 What are the foundations for effective leadership? What are current issues and directions in leadership development? Leadership is one of the four

More information

WHAT IS EFFECTIVE: (VISION & VALUES)

WHAT IS EFFECTIVE: (VISION & VALUES) Staff Analyst a.leadership? WHAT IS EFFECTIVE: (VISION & VALUES) b.management? c. Supervision? MANAGERIAL/SUPERVISORY TRAINING II. Roles of Effective Management/Leadership III. Management Leadership Theory

More information

Managing in the Global Environment

Managing in the Global Environment Chapter Six What Is the Global Environment? Managing in the Global Environment Global Environment Set of forces and conditions in the world outside the organization s boundaries that affect the way it

More information

PA 6603 Economics for Public Management Course Description: An introduction to economic theory emphasizing the application of microeconomic and

PA 6603 Economics for Public Management Course Description: An introduction to economic theory emphasizing the application of microeconomic and Core Course Descriptions, Objectives, and Competencies for the Master of Public Administration Program February 16, 2007 (Revised: November 11, 2007, February 18, 2008 and June 23, 2008) PA 6601 Research

More information

4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control

4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control 4. Organizing 4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control 4.4 Authority and Unity of Command 4.5 Incentives and Motivation Tools 4.6 Maslow

More information

Employee Motivation: A Tool for Organizational Productivity Improvement.

Employee Motivation: A Tool for Organizational Productivity Improvement. Employee Motivation: A Tool for Organizational Productivity Improvement. Samuel Maina Mari, Zubaida Ben Waffy and Babagana Modu Aji National Productivity Centre Maiduguri ABSTRACT Methods of motivating

More information

1. Management is the process of designing and maintaining an environment in which

1. Management is the process of designing and maintaining an environment in which Chapter-1: Management Self Assessment Questions 1. Management is the process of designing and maintaining an environment in which individuals, working together in groups, accomplish efficiently selected

More information

MBA REQUIRED (CORE) COURSES

MBA REQUIRED (CORE) COURSES MBA REQUIRED (CORE) COURSES ACCT 720 - Strategic Cost Management Study of the role of cost management methods in aiding managers in all of their planning, controlling and evaluating activities; focus on

More information

FARMINGDALE STATE COLLEGE DATE: FALL 2017

FARMINGDALE STATE COLLEGE DATE: FALL 2017 FARMINGDALE STATE COLLEGE DEPARTMENT: PSYCHOLOGY PREPARED BY: PSYCHOLOGY DEPT. DATE: FALL 2017 COURSE TITLE: Industrial/Organizational Psychology COURSE CODE: PSY 331 CREDITS: 3 CONTACT HOURS: 45 CATALOG

More information

Management and Supervision

Management and Supervision Management and Supervision Food Production Management 1 Module 3 Section D Leadership All of the information has been adapted from Cronje, GJ. Et al. 2007. Introduction to Business Management. 6 th Edition.

More information

Organization Realignment

Organization Realignment Organization Realignment Collective Wisdom Fresh Ideas We are all drawn to tangible, concrete ideas. Consequently we find that when we are considering organizational change, there is a strong temptation

More information

Faculty of Business and Economics SCHOOL OF MANAGEMENT AND PUBLIC ADMINISTRATION MG 201DFL: ORGANISATION BEHAVIOUR FINAL EXAMINATION SEMESTER 1, 2009

Faculty of Business and Economics SCHOOL OF MANAGEMENT AND PUBLIC ADMINISTRATION MG 201DFL: ORGANISATION BEHAVIOUR FINAL EXAMINATION SEMESTER 1, 2009 The University of the South Pacific Serving the Cook Islands, Fiji, Kiribati, Marshall Islands, Nauru, Niue, Samoa, Solomon Islands, Tokelau, Tonga, Tuvalu, and Vanuatu. Faculty of Business and Economics

More information

2. What does the Human Resource Plan describe? 3. List three items included in the Staffing Management Plan.

2. What does the Human Resource Plan describe? 3. List three items included in the Staffing Management Plan. CSC 310 Program Management California State University Dominguez Hills Spring 2017 Instructor: Howard Rosenthal Assignment 3c Chapter 3 What Are The Project Management Process Groups Answer Sheet 1. Who

More information

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 2nd edition

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 2nd edition HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 2nd edition Copyright 2005, 2009 Management Sciences for Health, Inc. All rights reserved.

More information

CREATING ORGANISATIONAL EXCELLENCE

CREATING ORGANISATIONAL EXCELLENCE CREATING ORGANISATIONAL EXCELLENCE A) Introduction. This paper presents a concept of Organisational Excellence based on the integration of key streams of management studies and research. It originated

More information