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Summary Fundementals of Management - Management Myths Debunked!

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Samenvatting Fundamentals of Management. Management Myths Debunked! Tenth edition, 10e editie. Stephen P. Robbins, Mary Coulter, David A. DeCenzo. Global edition. Pearson.

Last document update: 5 year ago

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  • No
  • H1 tot en met h7
  • October 13, 2019
  • October 18, 2019
  • 30
  • 2019/2020
  • Summary

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H1 – Managers and Management
1.1 Who are managers and where do they work?
What three characteristics do all organizations share?
1. Goal
2. People (to achieve goals)
3. Structure

Orginization = a systematic arrangement of people brought together to accomplish some specific
purpose

How are managers different from nonmanagerial employees?
Organizational members divided in 2 categories:
1. Nonmanagerial employees  no responsibility for overseeing the work of others
2. Managers  direct the activities of other people in the organization

What titles do managers have?
1. Top managers  responsible for making decisions about the direction of the organization and
establishing policies that affect all organizational members
 Vice president, chief operating officer
2. Middle managers  responsible for translating goals set by top managers into specific details
that lower-level managers will see get done
 Agency head, project leader, unit chief, store manager
3. First-line managers  responsible for directing the day-to-day activities of nonmanagerial
employees
 Shift managers, office managers
4. Team leaders  responsible for managing and facilitating activities of a work team



1.2 What is management?
Management= the process of getting things done, effectively and efficiently, through and with other
people

Scientific management= the use of scientific methods to define the one best way for a job to be
done

Efficiency= doing things right and getting the most output from the least amount of inputs
Effectiveness= doing the right things, or completing activities so that organizational goals are
attained



1.3 Describe what managers do
POLC  4 functions approach
 Planning= define goals, establishing strategy, developing plans to coordinate activities
 Organizing= determining what needs to be done, how and who
 Leading= directing and coordinating the work activities
 Controlling= monitoring activities to ensure that they are accomplished as planned

,Management roles approach
Managerial roles by Mintzberg
Managerial roles= specific categories of managerial behaviour
 Interpersonal roles = involving people and other duties (plichten) that are ceremonial and
symbolic in nature
 Decisional roles= making decisions or choices
 Informational roles= involving collecting, reveiving, and disseminating (verspreiden)
information

Skills and competencies
 Conceptual skills= analyze and diagnose complex situations
 Interpersonal skills= work with, understand, mentor and motivate others (individueel en
groep)
 Technical skills= job-specific knowledge and techniques needed to perform work tasks
 Political skills= build a power base and establish the right connections

Is the manager’s job universal?
Small business= an independent business <500 employees that doesnt necessarily engage in any new
or innovative practices and has relatively little impact on its industry.
 Woordvoerder
 Generalist (veel kennis over van allerlei onderwerpen)
 Less complex and structured

1.4 Why study management
What can a great boss do?
 Inspire you proffesionally and personally
 Energizing you and your collegeague to do things together what you couldnt do alone
 Feedback and coaching and guidance with problems
 Change your life

1.5 What factors are reshaping and redefining management
Technology is changing the way we work and play
Consumers important to managers job  satisfaction
Continually look for new ways to do your job better and encourage employees to be innovative.

Social media
Way to connect with customers, manage human resources and tap into their innovation and talent.
Social media needs to be managed to be befeficial.

Sustainability= a companys ability to achieve its business goals and increase long-term sharholder
value by integrating economic, environmental, and social oppurtunities into its business strategies
1. Communicating openly with stakeholders and understanding their requirements
2. Factoring economic, environmental and social aspects into how they pursue their business
goals

Employee engagement= when employees are connected to, satisfied wit hand enthusiastic about
their jobs
Module Brief history of management roots

, Early management  planning, organizing, leading, controlling
3000-2500  Egyptian piramides
1400  Warships
1776  Adam Smith Wealth of Nations  division of labor (specialisatie)
1780-mid-1800s  Industrial revolution= meest belangrijke gebeurtenis voor management voor 20 e
eeuw  geboorte corporation
1. Organizational aspects that became a part of the way work was done
2. Management necessary component ot ensure the success of the enterprise

Classical approaches  rules and principles were developed
1911  Frederich W. Taylor Principles of scientific management

1916-1947  Henri Fayol and Max Weber – general administrative theory (what managers do and
what constitutes good management practice)
Fayols 14 principles of management

Behavioral approach  focus on actions of workers
Late 1700s-early 1900s  arbeidspyschologie
1924-mid-1930s  Hawthorne studies (inzichten in individueel en groepsgedrag), meest
belangrijkste contributie voor management. Groepsdruk heeft invloed op productie. Mensen
gedragen zich anders als ze worden geobserveerd.
1930s-1950s  satisfied worker is a productive worker
1960s- today  orginizational behavior (OB)  studying this

Quantitative approach  focus on statistics, optimalization models, information models etc.
provided tools to make their jobs easier
1940s  World war 2. After this applied to businesses.
1950s  Japan, Total quality management (TQM). Continual improvement an responding to
customer needs and expectations.

Contemporary approaches  what is happening in the external environment outside the
organization
1960s  systems approach= views an organization as a system, which is a set of interrelated and
interdependent parts arranged in a manner that produces a unified whole
Open systems= systems that dynamically interact with their environment

1960 contingency approach (situational approach)= individual organizations, employees and
situations are different and require different ways of managing.

1980s-present  most dramatic changes in information technology, affected managers job.
Everyone is connected.

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