Introduction To Management Notes PDF

2/24/22, 10:27 AM Introduction To Management Notes PDF | PDF | Strategic Management | Organizational Structure
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Introduction To Management Notes PDF
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Monday, 8 August 20
Introduction to Management - Notes

Evolution of Management Thought - Lecture 2
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To be able to distinguish between the following major management theories:

1. Classical Management Approaches
ch07new2 Chapter 1 Wc Series Water 182Accenture HR 2011-02- 65809 Let

Introduction to… Cannon BPO Beyond Co… 08_225950_fc2215 Life Spea
• Scientific Management
• Frederick W. Taylor
• Standard rules, processes, working conditions for every job – ‘one best way’
• Selection of workers
• Training of workers
• Incentives for workers
• Support for workers
• Frank Gilbreth
• Lillian Gilbreth
• Time and motion studies
• Lillian pioneered industrial psychology
• Administrative Principles
• Henri Fayol
• Planning
• Organising
• Commanding
• Coordinating
• Controlling
• Mary Parker Follett
• Groups as mechanisms for combining individual talents for a greater good.
• Organisations as cooperating ‘communities’ of managers and workers
• Employee ownership
• Private profits relative to public good
• Bureaucracy
• Max Weber
• Rational authority not personal/family/religious
• Rational authority based on structure and positions
• Therefore, rules and written records provide continuity
• Clear definitions of authority and responsibility
• Positions are organised hierarchically.
• Selection and promotion based on technical qualifications
• Administrative acts and decisions are recorded
• Management is separate from ownership.
• Rules and procedures are uniformly applied to all employees.
• Disadvantages
• Excessive paperwork or ‘red tape’
• Slowness in handling problems
1/28
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Monday, 8 August 20
• Rigidity in the face of shifting needs

• Resistance to change
• Employee apathy
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
2. Behavioural Management Approaches
ch07new2 Chapter 1 Studies Wc Series Water

• Hawthorne 182Accenture HR 2011-02- 65809 Let
Series of experiments
•Introduction to… Cannon BPO Beyond Co… 08_225950_fc2215 Life Spea
• Illumination Study
• Both control (no change) and experimental group (illumination chang
increased productivity
• Relay Assembly Room
• Piece-work for 8 weeks
• Productivity went up
• Two five-minute rest periods for 5 weeks
• Rest periods lengthened to 10 minutes
• Provided with a free hot meal at the first break
• Dismissed at 4:30pm instead of 5:00pm
• Productivity/ output went up
• Dismissed at 4:00pm instead of 4:30pm
• Output remained the same
• Finally, all improvements removed
• 48 hour week, no piece-work
• Work Saturdays
• No extra breaks, no free meal
• Highest productivity ever – lasted 12 weeks
• Reasons for productivity increase:
• Group Atmosphere
• Participative Supervision
3. Quantitative Management Approaches
• Management Science
• Application of mathematics, statistics and other quantitative techniques
managerial problems
• Also called Operations Research
• Techniques:
• Mathematical forecasting
• Inventory modelling
• Linear programming
• Queuing theory
• Network models
• Simulation
2/28
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Monday, 8 August 20
4. Modern Management Approaches

• Systems theory
• System - Set of interrelated parts that function as a whole
Related titles • Subsystem - A smaller component of a larger system

• Open system - Interacts with the external environment
• Entropy – organisation will die without fresh inputs from the environment
• Synergy – whole is greater than the sum of its parts

• Contingency theory
• Solving organisational problems depends on managers identifying key variables
the situation at hand You're Reading a Preview
• Classical perspective = universalist
• Contingency view = each
Upload your situation
documents is to
unique (Eg industry, technology, th
download.
environment and international cultures)
OR
Ethical behavior and social responsibility - Lecture 4 - Text Chapter 13
• To define ethics and ethical behavior
Become a Scribd member for full access. Your
• Ethics - The code of moral principles that sets standards of good or bad, or right
wrong, in a person’s conductfirstand30thereby
days areguides
free. the behaviour of that person
group
• Ethical behaviour - What is accepted as ‘good’ and ‘right’, as opposed to ‘bad’
Continue
‘wrong’, in the context of the governing for Free
moral code.
• To distinguish alternative views of ethical behavior
• Utilitarian view of ethics — greatest good to the greatest number of people.

• Individualism view of ethics — primary commitment is to one’s long-term se
interests.
• Moral-rights view of ethics — respects the fundamental rights of all people.
• Justice view of ethics — fair and impartial treatment of people according to rules an
standards. Includes Procedural, Distributive and Interactional Justice
3/28
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Monday, 8 August 20
• Cultural relativism - Ethical behaviour is always determined by cultural context.

• Ethical imperialism - Behaviour that is unacceptable in one’s home environme
should not be acceptable anywhere else.
Related titles•

• To understand how culture impacts on ethics
• To describe ethical dilemmas in the workplace and the factors that influence ethic
managerial ethical behavior
• An ethical dilemma is a situation that although offering potential benefit or gain is al
unethical.
• Unethical behaviour can be rationalised by convincing yourself that: 
• The behaviour is not really illegal
• The behaviour is really in everyone’s best interests
• Nobody will ever find out
ch07new2 • The organisation
Chapter 1 willWc
‘protect’ you
Series Water 182Accenture HR 2011-02- 65809 Let
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• To identify how high ethicalUpload your documents
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can be maintained
• Ethics training
• Whistleblower protection OR
• Laws vs organisational barriers
• Ethical role models Become a Scribd member for full access. Your
• Codes of ethics
• Examples: Workforce diversity,first 30 daysand
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kickbacks, honesty of books or record
confidentiality of corporate information
• To define Corporate Social Responsibility and the leadership beliefs underpinning it
Continue for Free
• Ethics – individual level of behaviour
• Corporate social responsibility - organisational level
• CSR is the obligation of an organisation to act in ways that serve both its ow
interests and the interests of its external stakeholders.
• Leadership beliefs that guide CSR:
• People do their best with a balance of work and family life.
• Organisations perform best in healthy communities.
• Organisations gain by respecting the natural environment.
• Organisations must be managed and led for long-term success.
• Organisations must protect their reputations.
• Triple Bottom Line:
• Corporate success should be measured not just by the traditional financial botto
line, but also by its social/ethical and environmental performance.
• The overall fulfilment of obligations to communities, employees, customers, an
suppliers should be measured, calculated, audited and reported.
• Arguments against social responsibility
• Reduced business profits
• Higher business costs
• Dilution of business purpose
• Too much social power for business
4/28
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2/24/22, 10:27 AM Introduction To Management Notes PDF | PDF | Strategic Management | Organizational Structure

Search Read free for 30 days

Documents  Career & Growth  Leadership

Original Title: 61829236-Introduction-to-Management-Notes.pdf

Download now  Search document 

Search Read free for 30 days