Hiring best qualified workers 3. Henri Fayol and Max Weber were the two most prominent proponents of the general administrative approach. Fayol focused on activities common to all managers. He described the practice of management as distinct from other typical business functions.
He stated 14 principles of management which are as follows: 1. Division of Work 2. Authority 3. Discipline 4. Unity of Command 5. Unity of Direction 6. Subordination of individual interest to group interest 7. Remuneration 8. Centralization 9. Scalar Chain Order Equity Stability Initiative Espirit de corps Max Weber was a German sociologist who developed a theory of authority structures and described organizational activity based on authority relations.
He described the ideal form of organization as a bureaucracy marked by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships Some current management concepts and theories can be traced to the work of the general administrative theorists.
Some bureaucratic mechanisms are necessary in highly innovative organizations to ensure that resources are used efficiently and effectively. This approach includes applications of statistics, optimization models, information models, and computer simulations. The relevance of quantitative approach today is that it has contributed most directly to managerial decision making, particularly in planning and controlling. The availability of sophisticated computer software programs has made the use of quantitative techniques more feasible for managers.
Organizational behavior OB research has contributed much of what we know about human resources management and contemporary views of motivation, leadership, trust, teamwork, and conflict management. Their ideas served as the foundation for employee selection procedures, motivation programs, work teams, and organization-environment management techniques.
The Hawthorne Studies were the most important contribution to the development of organizational behavior. After Harvard professor Elton Mayo and his associates joined the study as consultants, other experiments were included to look at redesigning jobs, make changes in workday and workweek length, introduce rest periods, and introduce individual versus group wage plans.
The researchers concluded that social norms or group standards were key determinants of individual work behavior. Although not without criticism concerning procedures, analyses of findings, and the conclusions , the Hawthorne Studies stimulated interest in human behavior in organizational settings. In the present day context behavioral approach assists managers in designing jobs that motivate workers, in working with employee teams, and in facilitating the flow of communication within organizations.
The behavioral approach provides the foundation for current theories of motivation, leadership, and group behavior and development. A system is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
The two basic types of systems are open and closed. A closed system is not influenced by and does not interact with its environment. An open system interacts with its environment. Using the systems approach, managers envision an organization as a body with many interdependent parts, each of which is important to the well-being of the organization as a whole. Managers coordinate the work activities of the various parts of the organization, realizing that decisions and actions taken in one organizational area will affect other areas.
The systems approach recognizes that organizations are not self-contained; they rely on and are affected by factors in their external environment. The contingency approach to management is a view that the organization recognizes and responds to situational variables as they arise.
Globalization: Organizational operations are no longer limited by national borders. Managers throughout the world must deal with new opportunities and challenges inherent in the globalization of business.
Ethics: Cases of corporate lying, misrepresentations, and financial manipulations have been widespread in recent years. Ethics education is increasingly emphasized in college curricula today. Organizations are taking a more active role in creating and using codes of ethics, ethics training programs, and ethical hiring procedures.
Workforce diversity: It refers to a workforce that is heterogeneous in terms of gender, race, ethnicity, age, and other characteristics that reflect differences. Entrepreneurship: It is the process whereby an individual or group of individuals use organized efforts to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources the entrepreneur currently has.
Three important themes stand out in this definition: a. The pursuit of opportunities b. Innovation c. Growth Entrepreneurship will continue to be important to societies around the world. Managing in an E-Business World: E-business electronic business is a comprehensive term describing the way an organization does its work by using electronic Internet-based linkages with its key constituencies in order to efficiently and effectively achieve its goals.
Knowledge Management and Learning Organizations: Change is occurring at an unprecedented rate. Knowledge management involves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance. Quality Management: Quality management is a philosophy of management that is driven by continual improvement and response to customer needs and expectations.
Managers must realize that organizational culture and organizational environment have important implications for the way an organization is managed. The omnipotent view of management maintains that managers are directly responsible for the success or failure of an organization.
The influence that managers do have is seen mainly as a symbolic outcome. According to the symbolic view, the actual part that management plays in the success or failure of an organization is minimal. Reality suggests a synthesis; managers are neither helpless nor all powerful.
Organizational culture is the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. This definition implies: Individuals perceive organizational culture based on what they see, hear, or experience within the organization. Organizational culture is shared by individuals within the organization. Organizational culture is a descriptive term. It describes, rather than evaluates. Innovation and risk taking the degree to which employees are encouraged to be innovative and take risks b.
Attention to detail the degree to which employees are expected to exhibit precision, analysis, and attention to detail c. Outcome orientation the degree to which managers focus on results or outcomes rather than on the techniques and processes used to achieve those outcomes d.
People orientation the degree to which management decisions take into consideration the effect on people within the organization e. Team orientation the degree to which work activities are organized around teams rather than individuals f.
Aggressiveness the degree to which people are aggressive and competitive rather than easygoing and cooperative g. Stability the degree to which organizational activities emphasize maintaining the status quo in contrast to growth Strong versus Weak Cultures Strong cultures are found in organizations where key values are intensely held and widely shared.
A culture has increasing impact on what managers do as the culture becomes stronger. Most organizations have moderate-to-strong cultures. Culture is transmitted and learned by employees principally through stories, rituals, material symbols, and language. Societal values, customs, and tastes can change, and managers must be aware of these changes. In a dynamic environment, components of the environment change frequently. If change is minimal, the environment is called a stable environment.
If the number of components and the need for sophisticated knowledge is minimal, the environment is classified as simple. If a number of dissimilar components and a high need for sophisticated knowledge exist, the environment is complex. As uncertainty is a threat to organizational effectiveness, managers try to minimize environmental uncertainty.
Chapter 4 Managing in a Global Environment Managers in all types and sizes of organizations must constantly monitor changes and consider the particular characteristics of their own location as they plan, organize, lead, and control in this dynamic environment.
Managers might have one of three perspectives or attitudes toward international business 1. A polycentric attitude is the view that the managers in the host country the foreign country where the organization is doing business know the best work approaches and practices for running their business.
A geocentric attitude is a world-oriented view that focuses on using the best approaches and people from around the globe. Important features of the global environment include regional trading alliances and different types of global organizations. Regional Trading Alliances Regional trading alliances are reshaping global competition.
Competition is no longer limited to country versus country, but region versus region. The European Union EU is a union of 25 European nations created as a unified economic and trade entity a. The primary motivation for the creation of the EU in February was to allow member nations to reassert their position against the industrial strength of the United States and Japan.
The EMU consists of three stages for coordinating economic policy. Twelve member states of the European Union have entered the third stage of the EMU, in which participating countries share a single currency, the euro. Two additional counties may join the EU by the year Eliminating barriers to free trade tariffs, import licensing require- ments, customs user fees has resulted in a strengthening of the economic power of all three countries.
Colombia, Mexico, and Venezuela signed an economic pact eliminating import duties and tariffs in FTAA was to have been in effect no later than , but has not yet become operational; its future is still undetermined. In the future, the Southeast Asian region promises to be one of the fastest-growing and increasingly influential economic regions of the world. Membership consists of countries and 32 observer governments as of January The WTO appears to play an important role even though critics are vocal and highly visible.
Different Types of Global Organizations Business has been conducted internationally for many years Multinational corporations did not become popular until the mids. Global organizations can be classified in the following categories: 1. The term multinational corporation MNC is a broad term that refers to any and all types of international companies that maintain operations in multiple countries.
Different approaches and systems of management, Types of skills, roles and modern challenges. Targeted at undergraduate students of commerce and management, the book, in 31 chapters, is pedagogy-rich, comprehensive and student-friendly. The organisation of the book has a management function approach. After reading this book, the students would understand what management is and how it is applied to various functions across the organisation.
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For any quarries, Disclaimer are requested to kindly contact us , We assured you we will do our best. A process is something that happens continually and has a low risk associated with it, whereas a project happens once and has a relatively high level of risk. Chapter 3 - Project Management Perspectives Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals.
A project is a temporary endeavor designed to produce a unique product, service or result. It has a defined beginning and end usually time-constrained, and often constrained by funding or deliverables , undertaken to meet unique goals and objectives. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the constraints on scope, time, quality and budget.
Chapter 4 - Project Organization and Structure The way in which an organization is structured is largely a result of whether its day-to-day work is process driven or project driven.
Every organization is unique and these classifications are only useful in that they illustrate the fact that project management is likely to present more of a challenge in process-focused organizations than in those that are project focused. Chapter 5 - Projects in a Matrix-Management Environment In a matrix environment, an individual may 'belong to' a particular department but they will be assigned to different projects and report to a project manager while working on that project.
An advantage of the matrix structure is that it can lead to a more efficient exchange of skills and information as people from different areas work closely together. A disadvantage of the matrix structure is that it is a recipe for disagreement between the line manager and the project managers. Chapter 6 - Project Stakeholders Definition Project stakeholders are individuals, groups, bodies and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by execution of the project or project completion.
Chapter 7 - Project Sponsor and Project Manager Definitions The sponsor is responsible for securing the financing and overall resource budget approval and owns the opportunities and risks related to the financial outcome of the project.
They may be referred to as the 'business sponsor,' 'project sponsor,' or 'executive' and are usually a senior manager with a direct interest in the business case behind the project. The project manager has the authority to use cash and other resources up to the limit set in the project charter. If they believe at any stage that the project cannot be delivered within the assigned budget and timescale then they must notify the project sponsor so that remedial action can be taken.
Chapter 8 - Project Life Cycle Definition There is very little agreement about the life cycle phases of a project and many organizations have their own internal definitions and templates. This is understandable because of the complicated nature and diversity of projects, which can vary enormously in size and complexity. Despite this, all projects can be mapped to the following simple life cycle structure, which involves starting the project, organizing and preparing, carrying out the work, and closing the project.
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