Summary
Summary mng2601_exam_notes
- Course
- General Management
- Institution
- University Of South Africa
Summary of 64 pages for the course General Management at University of South Africa (mng2601_exam_notes)
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General Management MNG2601 UNISA 2013General Management an Overview
Schematic composition of Management Environment
The organization has a negligible effect on macro environment,
but can influence it.
Market- Environment
Micro- Environment The market comprising:
Mission & goals of the consumers, their needs & Macro- Environment
organization purchasing power & o Technological
Organisation & its behavior.
o Economical
management e.g. Suppliers o Social
marketing/ financial/ Intermediaries (bridge gap o Political
purchasing etc. between consumer &
o Ecological
Resources of organization producers)
o international
e.g. human resources, Competitors
capital , expertise Substitute products
Organisational culture Possible new entrants
Labour unions.
Macro-environment influences the organization directly
e.g. interest rates on financial management
Systems Theory
Explains relationship between organization & its environment (interdependence). Interrelated elements
functioning as one whole.
Organisations are not self-sufficient or self contained. They exchange resources with and are dependent
upon external environments in which they operate. i.e. organization and its environment interdependent
for survival
Systems approach ÷ into 4 concepts
1. Open system – system is dependant one environment
2. Sub-system – system within a system
3. Synergy – result of simultaneous application is greater than sum of individual sub-systems
4. Entropy – opposite of synergy
Page 1 of 64
, General Management MNG2601 UNISA 2013
Systems Approach: Management Process/ Function:
INPUTS (resources)
Human (labour)
Financial (capital)
Physical (raw) 1.ORGANISING
How?
Information (knowledge) Group activities
Entrepreneurship together, establish
authority, allocate
resources and delegate
TRANSFORMATION
Physical Transformation 4.PLANNING 2.LEADING
Process What? When?
Technology, expertise, Vision, Mission and Direct & motivate
information goals & strategy to employees to achieve
Management Process achieve them the mission & goals
Planning, organizing,
leading, controlling 3.CONTROLLING
Whether?
FEEDBACK Monitor progress and
take corrective steps to
OUTPUTS reach mission & goals
(output environment = market
place)
Achievements of goals
Products
Services
Productivity
Job creation profit
Management Skills
Technical Skills Necessary to accomplish specific task/ train & support subordinates
Interpersonal Skills Ability to communicate/ understand/ motivate individuals/ teams
Ability to see & understand business as a whole entity/ think strategically &
Conceptual Skills
see big picture
Diagnostic Skills Ability to diagnose symptoms & develop solution
Communication Skills Convey and receive ideas from and to others
Ability to recognize problems/ opportunities and formulate alternative
Decision Making Skills
solution
Time Management Skills Ability to prioritize work, effectively / efficiently & delegate tasks
Page 2 of 64
, General Management MNG2601 UNISA 2013
Chapter 1 Introduction to Management
Def: Process of planning, organizing, leading, and controlling the resources of organization to
predetermined stated organizational goals as productively as possible.
Managers bring the resources together – decide which resources in what quantities are
necessary to achieve organization goals.
Plan & execute what must be done to attain those goals.
Are responsible for success & sustainability of their organizations and level of need satisfaction in
society.
Good managers improve global competitiveness of organizations and improves standard of
living of RSA.
Management:
Managers combine, allocate, coordinate and deploy resources (inputs) in such a way that organisation‟s
goals are achieved as productively as possible by using management functions “process”
Planning
Organizing
Leading
Controlling
Management Process:
Page 3 of 64
, General Management MNG2601 UNISA 2013
MANAGEMENT FUNCTIONS:
Function PLANNING ORGANISING LEADING
Description Determine mission & goals of business & Human/financial & physical resources must be allocated to Directing & motivating human resources. Collaborate with
how to reach them in long term, resources relevant management departments. Duties must be defined, superiors, equals and subordinates to reach goals of bus
required & the guidelines/ plans to get there procedures fixed to enable its people to work effectively to
reach its mission & goals
Ability to influence workforce to attaining organisation goa
NB influence, share purpose & organisational change
Principles Provides direction & forward thinking Unity of command/ direction Supervision
Participation within work environment Chain of command & span of control Act of watching & directing work & workers
Reduces impact of change & overlapping of Standardisation/ Co-ordination Motivation
activities Inspiring, stimulating or encouraging sub-ordina
Identification of activities with zeal to work (incentives may be used)
Sets standards for control
Classification of grouping of activities
i. Content theories of motivation
Assignment of duties
Maslow Needs Hierarchy
Delegation of authority
Herzberg Two-factor motivation
Coordinating authority and responsibility
relationships McCleland Achievement Motivation
ii. Process Theory
Expectancy theory
Equity Theory
Reinforcement Theory
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