Samenvatting
Summary MANAGEMENT SUMMARIES
- Vak
- HBA03C
- Instelling
- Katholieke Universiteit Leuven (KU Leuven)
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THEME 1: INTRODUCTION- Managers are critical to get things done:
- important to concentrate on people and based on values, motivating, giving purpose
- Best of definitions: management is the art of getting things done through
- other good definitions:
- management is about coordinating and overseeing the work activities of others so their
activities are completed efficiently and effectively by the people responsible for doing them
- characteristics of management
- attainment of organizational goals
- coordinating and overseeing the work activities of others
- working with and through others
- activities completed effectively and efficiently
- effectiveness: doing the right things
- efficiency: doing things right
- What is effectiveness? What are organizational goals?
FLEXIB
Human relations model ILITYOpen Systems (model)
HR values: teamwork, OS values: adaptation,
participation, Attention to creativity, innovation, Client
employee concerns centered, decentralization
INTER EXTER
NAL Internal Processes (model) Rational Goal (model)
Means: cohesion, morale Means: flexibility, readiness NAL
FOCUS IP values: stability, order, RG values: outcome, FOCUS
Clan culture Adhocracy
predictability excellence, goal attainment,
market share,
Dynamic, “the best”
entrepreneurial,
An extended
Means: family
Information
people Take risks, innovation
Management, control Means: Goal setting, planning,
CONTR
Mentoring, nurturing, coaching evaluation
Hierarchy OL network organization
Simple organization Market oriented culture
Culture of structure and
control coordination, Competitive organizations
formalization, efficiency Results oriented, getting the
job done, Internal competition,
Machine organization achievement
Diversified/division
organization
- What do managers do?
- manager: someone who coordinates and oversees the work of other people so organizational
goals can be accomplished
- Four functions of management
● Top managers Planning (84),
● Middle managers Organizing (52)
● First-line managers Leading (65)
,●
- PORTER VALUE CHAIN
- SOCIAL MEDIA: forms of electronic communication through which users create online communities
to share ideas, info, personal messages and other content
- SUSTAINABILITY: a company’s ability to achieve its business goals and increase long-term
shareholders value by integrating economic, environmental, and social opportunities intro its
business strategies
- EMOTIONS: intense feelings that are directed at someone or something and they are important so
the managers can understand their employees. 6 universally: anger, fear, sadness, happiness,
disgust and surprise
- EMOTIONAL INTELLIGENCE: ability to notice and to manage emotional cues and information. 5
dimensions. EI positively relates to job performance
- self-awareness: ability to be aware of own feelings
- self-management: ability to manage own emotions and impulses
- self-motivation: ability to persist in the face of setbacks and failures
- self-awareness and empathy: ability to sense how others feel
- relationship or social skills: ability to handle others’ emotions
- implication for managers: according to John Holland (psychologist), employee’s satisfaction
with their job depends on how much their personality matches the job
- HOW HAS MANAGEMENT CHANGED
- technology: more written communication, conceptual tasks, social media, virtual workplaces,
work-life balance, flexible
- organizational and managerial ethics: redefined values, rebuilding trust, increased
accountability and sustainability
- increased competitiveness and innovation: globalization
- changing security threats: risk management: employee assistance, uncertainty
- more empowerment: more general control, giving vision, more time with subordinates, less
technical work
- focus on sustainability
, - MANAGERIAL ROLES: specific actions or behaviors expected of and exhibited by a manager
- Interpersonal roles: involve dealing with people and symbolic duties
- Informational roles: collecting, receiving, and disseminating info. 75% of managers work
- Decisional roles: involve making decisions or choices
- Mintzberg said: activities include both reflection (thinking) and action (doing)
- SKILLS
- conceptual: ability to think and to conceptualize about abstract and complex situations
- human skills: ability to work well with other people individually and in group
- technical skills
- Why are managers important
- organization needs their managerial skills
- critical to get things done
- improve quality for employees
- As a manager’s performance improves
- ROCE (Return on capital employed) goes up
- TFP (total factor productivity) goes up
- Sales increase per employee
- Stock value increases
- ORGANIZATIONS:
- a deliberate arrangement of people assembled to accomplish some specific purpose
- Common characteristics: direct purpose, deliberate structure and people
- Universality of management
- needed in all type of organizations: small to large, profit to nonprofit, bottom to top, all areas
- Evidence Based Management (EBMgt)
- systematic use of the best available evidence to improve management practice
- Four essential elements:
- decision maker’s expertise and judgement
- external evidence evaluated
- opinions, references, and values of professionals
- relevant info such as context and members
- Holacracy
- organizational system with no job titles, no managers and not top-down hierarchy
+ -
focus on work some won’t get enough roles
suggestions transfer easier although structured, it can still create arising leaders
better feeling for workers resentful
, THEME 2: THE WORLD OF MANAGEMENT
HISTORY
3000 BC-1776 1911-1947 Late 1700s-1950s 1940s-1950s 1960s-present
Early Management Classical Approach Behavioral approach Quantitative Contemporary
flexibility
1930s 1990s-today
Human relations open systems
internal model model external
focus 1920s
Humanistic 1940s-1980s
Management focus
Internal
perspective Rational goal
innovation
processes model model
Classical Management
perspective con science and
trol modern
perspective:
systems, theory,
contingency
1. early
management
a. adam smith --- 1776 the wealth of nations (first time management was written)
i. pin factory: example of division of labor
ii. specialization: breaking down jobs into narrow and repetitive
b. Industrial revolution: period during the late 18th century when human power was substituted
by machine power
2. classical perspective
a. gurus: Gilbreth family, Taylor, Ford, Fayol and Weber
b. Scientific Management by Frederick Taylor
i. aim: efficiency
ii. principles
1. scientific study of the tasks -- specialization and formalization
2. scientifically select -- train and develop
3. provide detailed instruction and supervision
4. separation of thinking and doing
iii. scientific management principles
1. use of scientific methods to define the “one best way” for a job to be done
a. analysis, specialization, standardization, control, vertical line authority, more
salary, more productivity
2. Frank and Lillian Gilbreth
a. ergonomics: design and use of proper tools and eliminating inefficient body
movement
b. Therblings: classification scheme for labeling basic hand motions (18)
c. General Administrative theory by Fayol
i. focus more on what managers do and what constituted good management practices
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