Samenvatting Fundamentals of Management. Management Myths Debunked! Tenth edition, 10e editie. Stephen P. Robbins, Mary Coulter, David A. DeCenzo. Global edition. Pearson.
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Lecture notes Management and Marketing (BMO-24306) Fundamentals of Management, ISBN: 9781292146942
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Voorbeeld van de inhoud
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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