Fundamentals of anagement ch. 1

The advent of machine power, mass production, and efficient transportation beginning in the late eighteenth century in Great Britain.

The breakdown of jobs into narrow repetitive tasks.

The use of the scientific method to define the one best way for a job to be done.

Descriptions of what managers do and what constitutes good management practice.

Fayol’s fundamental or universal principles of management practice.

Research done in the late 1920s and early 1930s devised by Western Electric Industrial engineers to examine the effect of different work environment changes on worker productivity, which led to a new emphasis on the human factor in the functioning of organizations and the attainment of their goals.

The field of study that researches the actions (behaviors) of people at work.

The use of quantitative techniques to improve decision making.

A managerial philosophy devoted to continual improvement and responding to customer needs and expectations.

An approach to management that views an organization as a system, which is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

Systems that dynamically interact with their environment.

An approach to management that says that individual organizations, employees, and situations are different and require different ways of managing.

People who work directly on a job or task and have no responsibility for overseeing the work of others.

Individuals in an organization who direct and oversee the activities of others.

Individuals who are responsible for making decisions about the direction of the organization and establish ing policies that all effect organizational members.

Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will see get done.

Supervisors responsible for directing the day to-day activities of non managerial employees and/or team leaders.

Individuals who one responsible for leading and facilitating the activities of a work team.

The use of scientific methods to define the "one best ways” for a job to be done. (Frederick Winslow Taylor theory).

The process of getting done, effectively and efficiently through and with other people.

Doing things right, or getting the most output from the least amount of inputs.

Doing the right things, or completing work activities so that organizational goals are attained.

Doing the right things

Doing things right

Planning, organizing, Leading, Controlling

Defining goals, establishing strategy, and developing plans to coordinate activities.

Determining what needs to be done, how it will be done, & who is to do it.

Directing and coordinating the work of activities of an organizations people

Monitoring activities to ensure that they are accomplished as planned

Specific categories of managerial behavior; often grouped around interpersonal relationships information transfer, and decision making.

Involving people(subordinates and persons outside the organization ) and other duties that are ceremonial and symbolic in nature.

Entailing making decisions or choices,

Involving collecting, receiving, and disseminating information.

Functions.

Interpersonal roles, decisional roles, informational roles