Summary
Summary M & O Y2
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A summary for the M & O part of the HRM and M & O test during Performance
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Management through History1. Traditional viewpoint (Big workforce)
a. Bureaucratic
b. Scientific
c. Administrative
i. Focus on production and profit
2. Behavioural viewpoint
a. If we engage with the workers they work harder
3. Systems viewpoint
a. during the war, everything was systemised
4. Contingency viewpoint
a. New ideas because of travel
5. Quality viewpoint
a. Quality management
Why does management change? → Economy, society, Politics, innovations,
Globalisation
Management is Dynamic
★ PLOC: PLOC:
P: Planning = The first stage, defining goals & strategies
O: Organising = Determining what activities should be done & who is responsible
L: Leading = Directing and motivating all involved parties, resolving conflict
C: Controlling = monitoring activities
★ PLOC: Important management competencies:
1. Communication
2. Administation competencies
3. Multi cultural compentencies
4. Self management competencies
5. Technical skills competencies
6. soft skills competencies
★ PLOC: Management tools: (Choose for each management function a tool (PLOC))
1. Organisation chart
2. Delegation checklist
3. Balanced scorecard
4. Dashboard
5. SWOT
6. PESTLE
7. Budget
, 1.
Vertical organisation chart: Hierarchy
Horizontal organisation chart: Product design, geographical, networks, areas of expertise
3.
Balanced scorecard: Shows KPI’s and gives an overview of the companies performance
5.
SWOT:
6.
★ PLOC: PESTLE analysis:
● Politics
● Economics
● Social
● Technological
● Legal
● Environmental
★ PLOC: 4 main theories of power:
1. Traits theory: Make traits a good leader?
2. Behavioural theory: How does a good leader behave?
3. Contingency theory: Good leader for the situation?
4. Power & Influence theory: What is the source of the power?
★ PLOC: Manager vs. Leader
Management: The organising and coordination of activities of a business in order to achieve
defined objectives
Leadership: Getting things done through other people in order to achieve a stated organisational
objective.
H. Minzberg:
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