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Class notes Introduction to Business Management (ADM11oo)
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Introduction to management and organizations:Importance of managers:
● Organizations need managerial skills and abilities
● Managers are critical to get things done
● Coordinate work activities to achieve organizational goals
Managers:
● Someone who works with other people to accomplish organizational goals
● Someone who coordinates work activities so that they are completed efficiently and
effectively
Types of managers:
● Fist line: managers at the lowest level manage work of non-managerial employees
involved with the production of the organization’s products
● Middle: Manage the work of first-line managers
● Top: Responsible for making organizational-wide decisions and establishing plans
affecting the entire organization
Organizations:
● They are a deliberate arrangement of people who act together to accomplish a specific
purpose
Management functions:
● Deal with complicated ethical and social responsibility issues
● Managers perform certain duties as they efficiently and effectively coordinate the work of
others
The function model:
1. Planning
2. Organizing
3. Lead
4. Control
Management roles approach:
● Interpersonal roles: figurehead, leader, liaison
● Informational roles: monitor, disseminator, spokesperson
● Decisional roles: entrepreneur, disturbance handler, resource allocator, negotiator
Management skills approach:
● Technical skills: knowledge in a specific field
● Human skills: ability to work well with others
● Conceptual skills: ability to think about complex situations
,Changes facing managers:
● Technology
● Ethics
● Competitiveness
● Security threats
How is the manager’s job changing:
● Managing is complicated
● Managers deal with multicultural challenges, technological challenges, etc
● Managers deal with ethical scandals
● Managers must be more socially responsible
● Managers deal with a diverse workforce
● Managers deal with globalization
● High-quality customer service is essential to a successful business
Importance of social media:
● Helps to share ideas, information, personal messages, etc
● Social media is a way to manage human resources and tap into innovation talent
Importance of innovation:
● Innovative efforts can be found in all types of organizations
● It is critical throughout all levels and parts of an organization
Importance of adaptability:
● Adaptability creates a set of skills that offer solutions before clients even realize they
have a need
Importance of managing responsibly:
● Sustainability: the ability to achieve its business goals and increase long-term
shareholder value
Introduction to management history:
Early management:
● Ancient management - Egypt and China
● Someone had to plan what was to be done, organize people and materials to do it, make
sure those workers got the work done, and impose some controls to ensure that
everything was done as planned
● Division labour
● Breakdown of jobs into narrow and repetitive tasks
● Industrial relations: a period when machine power was substituted for human power,
making it more economical to manufacture goods in factories than at home
● Created large organizations in need of management
,Classical approaches:
● Emphasized on rationality and making organizations and workers as efficient as possible
Taylor’s scientific management principles:
1. Develop a science for each element of an individual’s work to replace the old
rule-of-thumb method
2. Scientifically select and then train, teach, and develop the worker
3. Heartily cooperate with the workers to ensure that all work is done in accordance with
the principles of the science that has been developed\Divide work and responsibility
almost equally between management and workers
Therblig:
● A classification scheme for labelling basic hand motions
Faylo’s principles of management:
1. Division of work: specialisation increases output by making employees more efficient
2. Authority: managers must be able to give orders, and authority gives them this right
3. Discipline: employees must obey and respect the rules that govern the organization
4. Utility of command: every employee should receive orders from only one superior
5. Unity of direction: the organization should have a single plan of action
6. Subordination of individual interests to the general interest: the interests of any one
employee should not take precedence over the interests of the organization as a whole
7. Remuneration: workers must be paid a fair wage for their services
8. Centralization: refers to the degree to which subordinates are involved in decision
making
9. Scalar chain: the line of authority from top management to the lowest rank
10. Order: people and materials should be in the right place at the right time
11. Equity: managers should be kind and fair to their subordinates
12. Stability of tenure if personnel: management should provide orderly personnel planning
and ensure that replacements are available
13. Initiative: employees are allowed to originate and carry out plans will exert high levels of
effort
14. Esprit de corps: promoting team spirit to build harmony
Bureaucracy:
● A from of organization characterized by division labour, a clearly defined hierarchy,
detailed rules and regulations, and impersonal relationships
Behavioural approaches:
● The Hawthorne studies: a series of studies in the 1920s-1930s that provided new
insights into individual and group behaviour
● Quantitative approach: the use of quantitative techniques to improve decision making
● Total quality management (TQM): a philosophy of management that is driven by
continuous improvement and responsiveness to customer needs and expectations
, Quality management:
1. Intense focus on the customers: the customers who buy the organisation’s products or
services who interact with the organisation
2. Concern for continual improvement: quality management is a commitment to to never
being satisfied
3. Process focused: quality management focuses on work processes as the quality of
goods and services improve
4. Improvement in the quality of everything the organisation does: this relates to the final
product
5. Accurate measurement: quality management uses statistical techniques to measure
variables in the organisation’s operations
6. Empowerment of employees: quality management involves the people
Contemporary approaches:
● Systems approach: a set of interrelated and interdependent parts arranged in a manner
that produces a unified whole
○ Closed systems: not influenced by and do not interact with their environment
○ Open systems: interact with their environment
● Contingency approach: recognizes organizations as different, which means they face
different situations and require different ways of managing
○ Organization size: as size increases, so do the problems
○ Routineness of task technology: to achieve a purpose, an organization uses
technology. Routineness technologies require organizational structures, etc
○ Environmental uncertainty: uncertainty caused by environmental changes
influences the management process
○ Individual differences: individuals differ and managers select leadership styles,
etc
Managing in a global environment
● Parochialism: viewing the world through your own perspective, leading to an inability to
recognize differences among people
● Ethnocentrism: belief that the best work approaches and practices are those of the home
country
● Polycentrism: view that managers in the host country know the best approaches and
practices for running their businesses
● Geocentrism: a world-oriented view that focuses on using the best approaches and
people around the world
International management - Firm:
● Controllable
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