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Samenvatting Management Ch. 1,2,3,4,7,8,9,10,11,12,13,15,16,17,18 €5,49
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  5. Introduction to Business management and Organizational Behaviour

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Samenvatting Management Ch. 1,2,3,4,7,8,9,10,11,12,13,15,16,17,18
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  • Vak
  • Introduction to Business management and Organizational Behaviour
  • Instelling
  • Aeres Hogeschool (aeres)
  • Boek
  • Management, Global Edition

Dit is een samenvatting van het boek management (dertiende editie) inclusief een lijst van alle belangrijke definities, georganiseerd per hoofdstuk. Alle hoofdstukken behalve H5, H6 en H14 staan erin. De samenvatting is uitgebreid genoeg om toch alles te leren, maar niet gigantisch.

Voorbeeld 5 van de 47  pagina's

Document informatie

  • Nee
  • Alles behalve h5, h6 en h14
  • 24 januari 2020
  • 47
  • 2019/2020
  • Samenvatting

Onderwerpen

  • samenvatting management
  • summary management
  • management
  • robbins en coulter
  • stephen robbins
  • mary coulter
  • coulter
  • robbins coulter
  • management 13th
  • samenatting introduction to management
  • stephen p robbins

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  • Samenvatting H14 boek Management - Stephen P. Robbins & Mary Coulter
  • Samenvatting H15 boek Management - Stephen P. Robbins & Mary Coulter
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  • Aeres Hogeschool (aeres)
  • International Food Business
  • Introduction to Business management and Organizational Behaviour
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AWezenberg

Voorbeeld van de inhoud

Management 13th edition
Summary
CREATED BY: Amy Wezenberg
Chapters 1, 2, 3, 4, 7, 8, 9, 10, 11, 12, 13, 15, 16, 17, 18 + All important definitions


Chapter 1: Managers in the workplace
Managers are important to organizations because:

● Organizations need their managerial skills and abilities in uncertain, complex, and

chaotic times. Managers can identify critical issues and crafting responses.

● Managers get things done.

● A good relationship between superior and employee increases productivity

A manager’s job is not about personal achievement, it’s about helping others to do their

work. There are roughly speaking three kinds of different managers:

● First-line managers

○ They manage the work of nonmanagerial employees

○ They are often named supervisors

○ They are the lowest level of management

● Middle managers

○ They manage the work of first-line managers

○ They are in the middle level of the company

● Top managers

○ They are the top of the company

○ They are responsible for making organization-wide decisions and

establishing the plans and goals the company wants to achieve

Managers work in organizations. Organizations often have a distinct purpose typically

expressed through goals the organization hopes to accomplish. Each organization is


1

,composed of people. Organizations develop a structure where employees do their job.

Management is simply speaking coordinating and overseeing the work activities of others

so their activities are completed efficiently and effectively. Managers strive for the

maximum possible efficiency of the available scarce resources, such as labor and for

effectiveness, doing certain work activities that lead to accomplishing a set goal. There are

four functions used to describe managers’ work. If the following functions are met, they

lead to achieving the organization’s stated purpose:

● Planning

○ Setting goals, establishing strategies and developing plans to coordinate

activities

● Organizing

○ Determining what needs to be done, how it will be done, and who is to do it

● Leading

○ Motivating, leading, and any other actions involved in dealing with people

● Controlling

○ Monitoring activities to ensure that they are accomplished as planned

Henry Mintzberg, a well-known management researcher, concluded there are different

managerial roles:

● Interpersonal roles involve people

○ Figurehead, leader, liaison.

● Informal roles involve collecting, receiving and disseminating information

○ Monitor, disseminator, spokesperson

● decisional roles entail making decisions or choices

○ Negotiator, resource allocator, disturbance handler, entrepreneur

Managers need three critical skills in managing.

● Technical skills



2

, ○ The job-specific knowledge, most important for first-line managers

● Interpersonal skills

○ The ability to work well with other people, equally important for everyone

● Conceptual skills

○ The ability to think and conceptualize about complex/abstract situations

Definitions:

Manager: Someone who coordinates and oversees the work of other people so

organizational goals can be accomplished.

First-line (frontline) managers: Management at the lowest level of management who

manage the work of nonmanagerial employees

Middle managers: Managers between the lowest level and top levels of the organization

who manage the work of first-line managers

Top managers: Managers at or near the upper levels of the organization structure who are

responsible for making organization-wide decisions and establishing the goals and plans

that affect the entire organization.

Organization: A deliberate management of people to accomplish some specific purpose

Management: Coordinating and overseeing the work activities of others so their activities

are completed efficiently and effectively

Efficiency: Doing things right, or getting the most output from the least amount of inputs

Effectiveness: Doing the right things, or doing those work activities that will result in

achieving goals

Interpersonal roles: Managerial roles that involve people and other duties that are

ceremonial and symbolic in nature

Informational roles: Managerial roles that involve collecting, receiving and disseminating




3

,information

Decisional roles: Managerial roles that revolve around making choices

Chapter 2: Making decisions
Managers at all levels and in all areas of organizations make decisions. The decisionmaking

process consists of eight steps:

1. Identifying a Problem.

2. Identify Decision Criteria.

3. Allocate weights to the Criteria

4. Develop Alternatives

5. Analyze Alternatives

6. Select an Alternative

7. Implement the Alternative

8. Evaluate Decision Effectiveness

We assume managers will use rational decision making. A rational decision-maker would

be fully objective and logical, however, for managerial decision making one has to assume

a manager takes decisions that are best for the company and that are thus not always

rational. A more realistic approach to how managers make decisions is the concept of

bounded rationality, which means managers are bounded by their ability to process

information.

Most managers don’t make perfectly rational decisions, so they satisfice, they don’t

maximize. Their decision making is influenced by a number of influences, one being the

escalation of commitment, an increased commitment to a previous decision despite

evidence that was wrong. Most people don’t want to admit it might have been wrong.

Managers often use intuition to make decisions. There are five types of intuitive decision

making, Experience-based decisions, Affect-initiated decisions, Cognitive-based decisions,

Subconscious mental processing, and Values or ethics-based decisions.



4

, Some problems are easy, they’re structured problems. Managers can respond with a

programmed decision, one that they make using their routine approach. They use

procedures or policies to deal with the issue.

Not all decisions are easy, there are also unstructured problems, these are new or unusual

problems. Managers cannot rely on programmed decisions, they must make

unprogrammed decisions. They use judgment, creativity, and skill to solve them.

The ideal conditions for making decisions is one of certainty, a situation where a manager

knows the outcome of every alternative and can make the best one. A far more common

situation is a risk, where a manager estimates the likelihood of certain outcomes. If a

manager has to make a decision in uncertainty, neither certainty or the risk is known. A

manager will then often apply either the Maximin, Maximax or Laplace (PABU06!) method to

decide which alternative is best.

Managers have two different main styles of thinking, linear thinking, and non-linear

thinking. Linear thinking tends to be more logical and rational and fact-based, non-linear

thinkers rely more on their intuition.

Managers often make twelve common decision errors based on biases they may have,

these are Overconfidence, Immediate Gratification, Anchoring Effect, Selective Perception,

Conformation, Framing, Availability, Representation, Randomness, Sunk Costs, Self-serving and

Hindsight.

Definitions:

Decision: A choice among two or more alternatives

Problem: An obstacle that makes it difficult to achieve a desired goal or purpose

Decision criteria: Criteria that define what’s important or relevant to resolving a problem

Rational Decision Making: Describes choices that are logical and consistent and maximize

value.




5

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