The document discusses several key concepts related to management including:
1. It defines management as a process of reaching organizational goals through people and resources.
2. It outlines Henri Fayol's early contributions to management theory including identifying five primary management functions.
3. It discusses Frederick Taylor's scientific management approach and his four principles focused on optimizing work processes.
Functions, roles, and skills of managersglendanaguit
The document discusses the functions, roles, and skills of managers. It describes managers as achieving objectives through efficiently and effectively using resources. The core functions of managers are planning, organizing, staffing, directing, and controlling. Managers fulfill interpersonal, informational, and decisional roles. They require technical, interpersonal, and decision-making skills. Managers use human, financial, physical, and information resources. They can operate at the top, middle, or first-line levels of management within an organization.
POWER AND POLITICS
Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
This presentation is about the business staffing.
SOURCES
https://l.facebook.com/l.php?u=http%3A%2F%2Fwww.academia.edu%2F31500683%2FPRINCIPLES_AND_BASIC_TECHNIQUES_OF_IMAGE_MANIPULATION&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
https://l.facebook.com/l.php?u=https%3A%2F%2Fprezi.com%2Fozk2zp4nqivc%2Fprinciples-of-visual-message-design-using-infographics%2F&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
This document discusses reasons why students dislike math. It explores three main ideas from literature: math anxiety, lack of motivation, and negative attitudes. Math anxiety is a negative reaction to math that can prevent students from pursuing higher-level math courses. Studies show the affective dimension of math anxiety (feelings of nervousness) correlates more strongly with negative performance than cognitive anxiety (worry). A longitudinal study found students' expectations for success in math and perceived importance of math strongly predict math anxiety and performance more than anxiety itself. A negative attitude where it is socially acceptable to not be good at math may also contribute to disliking the subject. The document seeks to understand the root causes of these issues to help change students' perspectives.
The document discusses national identity cards in the UK and France. It provides details on the security features and procedures for obtaining identity cards in both countries. In the UK, identity cards were cancelled in 2011 due to privacy concerns, but age entitlement cards are still used. France issues optional national identity cards that are valid for 15 years and can be used for travel within the EU.
This document discusses factors that shape personality, including heredity, environment, and culture. It describes how personality is influenced by biological factors like genetics, physical development, and hormone activity. Environmental factors like family, culture, social roles, and social interactions also impact personality development from a young age. Children learn behaviors and values from their family and culture that shape their sense of self and how they interact with others.
The document discusses power, politics, and influence in organizations. It defines power as the ability to influence decisions and control resources, and organizational politics as informal approaches to gaining power through means other than merit. The document outlines sources of power for individuals, such as power granted by an organization through one's position or power stemming from one's expertise. It also discusses empowerment, political behavior in organizations, influence tactics, and how to control dysfunctional politics.
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
Functions, roles, and skills of managersglendanaguit
The document discusses the functions, roles, and skills of managers. It describes managers as achieving objectives through efficiently and effectively using resources. The core functions of managers are planning, organizing, staffing, directing, and controlling. Managers fulfill interpersonal, informational, and decisional roles. They require technical, interpersonal, and decision-making skills. Managers use human, financial, physical, and information resources. They can operate at the top, middle, or first-line levels of management within an organization.
POWER AND POLITICS
Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
This presentation is about the business staffing.
SOURCES
https://l.facebook.com/l.php?u=http%3A%2F%2Fwww.academia.edu%2F31500683%2FPRINCIPLES_AND_BASIC_TECHNIQUES_OF_IMAGE_MANIPULATION&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
https://l.facebook.com/l.php?u=https%3A%2F%2Fprezi.com%2Fozk2zp4nqivc%2Fprinciples-of-visual-message-design-using-infographics%2F&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
This document discusses reasons why students dislike math. It explores three main ideas from literature: math anxiety, lack of motivation, and negative attitudes. Math anxiety is a negative reaction to math that can prevent students from pursuing higher-level math courses. Studies show the affective dimension of math anxiety (feelings of nervousness) correlates more strongly with negative performance than cognitive anxiety (worry). A longitudinal study found students' expectations for success in math and perceived importance of math strongly predict math anxiety and performance more than anxiety itself. A negative attitude where it is socially acceptable to not be good at math may also contribute to disliking the subject. The document seeks to understand the root causes of these issues to help change students' perspectives.
The document discusses national identity cards in the UK and France. It provides details on the security features and procedures for obtaining identity cards in both countries. In the UK, identity cards were cancelled in 2011 due to privacy concerns, but age entitlement cards are still used. France issues optional national identity cards that are valid for 15 years and can be used for travel within the EU.
This document discusses factors that shape personality, including heredity, environment, and culture. It describes how personality is influenced by biological factors like genetics, physical development, and hormone activity. Environmental factors like family, culture, social roles, and social interactions also impact personality development from a young age. Children learn behaviors and values from their family and culture that shape their sense of self and how they interact with others.
The document discusses power, politics, and influence in organizations. It defines power as the ability to influence decisions and control resources, and organizational politics as informal approaches to gaining power through means other than merit. The document outlines sources of power for individuals, such as power granted by an organization through one's position or power stemming from one's expertise. It also discusses empowerment, political behavior in organizations, influence tactics, and how to control dysfunctional politics.
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
POWER & POLITICS IN NURSING MANAGEMENT FOR GRADUTE & MASTER STUDENTS OF NURSING
POWER & POLITICS • Power and politics are two face of a single coin. • They move parallelily together.
3. WHAT IS POWER Power refers to the possession of authority and influence over others.
4. KEYS TO HAVE POWER Dependence Importance Scarcity Nonsubstitutability
5. WHY IS POWER REQUIRED? • Providing direction • Get fast access to decision makers • Maintain regular, frequent contact with decision makers • Assisting in the management process • Structure to organisations • Assist to employees in performing better • Articulate the goals
6. TYPES OF POWER •Coercive power •Legitimate power •Reward power •Referent power •Expert power
This document discusses the 7 R's of human resources: recruiting, routing, retaining, resonating, reviewing, rewarding, and retooling. It provides brief explanations of each term, such as that recruiting involves hiring for attitude and developing competence, routing is having a strategy to optimize employee value over the long term, and retaining means keeping employees that the company wants to keep. Recycling allows giving employees new jobs or career opportunities.
Lesson 2 The Local and International Business Environment of the FirmGLADS123
The document provides information about Lesson 2 on the local and international business environment of the firm. It includes activities for students to complete, which focus on defining cultural intelligence and other terms, comparing student answers to textbook definitions, and analyzing Geert Hofstede's cultural dimensions model. Specifically, it discusses power distance and uncertainty avoidance dimensions, comparing characteristics in Western countries versus the Philippines. Students are assigned homework questions to further their understanding of these topics.
Here are 3 scenarios portraying key characteristics of research:
Empirical Evidence (30 pts)
The anthropologist observed the indigenous tribe for 6 months, taking detailed field notes on their customs, language, and social structures. She interviewed elders to learn about cultural changes over time. By gathering first-hand empirical data through observation and interviews, she was able to write an authoritative report on the tribe's way of life.
Objectivity (30 pts)
The medical researchers designed a double-blind study to test a new drug for arthritis. Neither the patients nor the evaluators knew which participants received the drug vs a placebo. This eliminated potential bias in assessing the drug's effectiveness. The objectively collected data showed the drug had statistically significant
This document discusses theories related to leading and motivation. It begins by defining leading and differentiating it from managing. It then covers various leadership theories like trait theory and behavioral theory. It also discusses motivation theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. Modern theories of motivation covered include goal setting theory, reinforcement theory, and equity theory. The document also examines leadership styles and situational leadership theories like Fiedler's model and the Hersey-Blanchard model.
MOTIVATION, LEADERSHIP, AND COMMUNICATION IN AN-1.pptxJanetMorales19
This document discusses key aspects of motivation, leadership, and communication in organizations. It defines different types of motivation theories like Maslow's hierarchy of needs, McClelland's acquired needs theory, and Alderfer's ERG theory. Modern theories of motivation discussed include goal-setting theory, reinforcement theory, job design theory, equity theory, and expectancy theory. The document also examines the differences between managers and leaders. Key elements of the communication process are defined, including the sender, receiver, message, medium, feedback, and factors that can affect communication. Barriers to communication like filtering, emotions, information overload, and language are identified, as well as methods for overcoming these barriers like using feedback, simple language, active listening,
This document discusses organizational behavior, which is defined as the study of human behavior in organizations. It is a multidisciplinary field that aims to understand individual and group behavior, interpersonal processes, and organizational dynamics in order to help organizations operate more effectively. Studying human behavior allows us to better understand ourselves and others, and the results can help management improve productivity and overall company performance. Organizational behavior is important because workplace success depends on respect for people, understanding human behavior in complex organizations, and individual commitment to flexibility, creativity, learning, and change.
Opportunities, Challenges and Power of Media InformationHazel Lorenzo
This document discusses the opportunities, challenges, and power of media and information. It provides examples of opportunities like job hiring and informing the masses, as well as challenges like fake news and unreliable sources. The power of media is its ability to influence and distribute information. The document also discusses economic, educational, social, political, and cyberbullying impacts of media and information.
This document discusses various philosophical theories of truth and methods for determining truth. It defines truth as a core concept in inquiry and knowledge. The document outlines correspondence theory, which holds that something is true if it corresponds to reality, and coherence theory, which says something is true if it makes sense within a given context. It also discusses relativism, constructivism, and consensus theory. The document provides examples and analyzes factors like biases, facts vs opinions, and logical fallacies that can influence determining truth. Activities are included to help students apply these concepts.
This document defines management and its functions. It begins by defining management as the process of planning, organizing, staffing, directing, and controlling human efforts to achieve goals in an organization. It then lists the five functions of management as planning, organizing, staffing, directing, and controlling. The document provides examples of activities for each function, such as evaluating goals for planning, bringing together resources for organizing, and monitoring activities for controlling. It concludes by assigning a group activity for students to categorize management activities under each specific function.
The document discusses key aspects of what defines a human person. It begins by distinguishing between terms like man, human, human being, and person. A person is a human being that possesses certain rights, responsibilities, awareness, self-determination, and can interact with others. The human person is defined as an embodied spirit - having both a physical body and non-physical spirit/soul. As embodied spirits, people are able to experience the world in a unique way through their physical senses and ability to form relationships. Some key traits that define a person are self-awareness, self-determination, ability to interact with others, and having inherent dignity. A person's human nature allows them to transcend physical limits through
CHAPTER 1: MARKETING PRINCIPLES AND STRATEGIES
Lesson 1: Marketing and its Traditional Approaches
Lesson 2: Goals of Marketing
Lesson 3: Contemporary Approaches to Marketing
Credits: Principles of Marketing of Dr. Serrano- K-12
The document provides biographical information about Filipino author Nick Joaquin, noting that he was born in 1917 in Manila and had a career as a journalist and writer. It discusses his early education, including having his first work published at age 17, and career representing the Philippines in international literary events and serving on government commissions. The summary highlights key facts about Joaquin's background and career accomplishments.
The document summarizes Edwin Locke's goal-setting theory of motivation from the 1960s. It states that specific, challenging goals along with feedback lead to higher task performance. Goals provide direction for employees and motivation to work towards attainment. Clear, measurable goals result in better output than vague goals. Goals should be realistic yet challenging to give a sense of pride and set employees up for future goals. Feedback further improves performance by directing behavior.
Chapter 1 opportunities and challenges (2)Pooja Sakhla
This document discusses various opportunities and challenges for managers and organizational behavior. It notes that to be successful, managers must continuously update their tools and principles using an integrated approach. High-performing organizations are distinguished by features like linking management development to business strategies. Managing a global, diverse workforce and empowering employees to drive innovation are also discussed as key challenges and opportunities. The document emphasizes that people are an organization's most important asset, and successful managers recognize the importance of relationships.
ABM 11_ORGANIZATION AND MANAGEMENT_Q1_W1_Mod1.pdfMargerieFruelda1
1. The document discusses the evolution of management thought and key concepts in management. It covers pre-scientific management, classical theories of Taylor and Fayol, neo-classical theory including the Hawthorne experiments, and modern systems theory.
2. Management is defined as goal-oriented, universal, continuous, multidisciplinary, and both a science and an art. The functions of management include planning, organizing, leading, and controlling.
3. A manager achieves objectives through efficient and effective use of resources. Key roles of a manager include spokesperson, monitor, and disseminator. Managerial skills include human skills, conceptual skills, and technical skills.
Human Behavior in Organizations discusses important topics such as the goals of studying human behavior, the nature of people, individual differences, self-concept, personality, emotions, values, attitudes, abilities, job satisfaction, and motivation. It also covers group behavior, organizational culture, management, and organizational change. The key goals are to describe, understand, predict, and control human behavior in work settings in order to improve performance and achieve organizational goals.
This document provides an introduction to management, including definitions of management from several experts and an outline of the key topics covered. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the main functions of management as planning, organizing, staffing, directing, and controlling. It also lists and explains 14 common principles of management such as division of work, unity of command, and initiative. Finally, it discusses the need for organizational management to help create clear goals, effectively implement business plans, improve coordination, and ensure employees can meet deadlines.
POWER & POLITICS IN NURSING MANAGEMENT FOR GRADUTE & MASTER STUDENTS OF NURSING
POWER & POLITICS • Power and politics are two face of a single coin. • They move parallelily together.
3. WHAT IS POWER Power refers to the possession of authority and influence over others.
4. KEYS TO HAVE POWER Dependence Importance Scarcity Nonsubstitutability
5. WHY IS POWER REQUIRED? • Providing direction • Get fast access to decision makers • Maintain regular, frequent contact with decision makers • Assisting in the management process • Structure to organisations • Assist to employees in performing better • Articulate the goals
6. TYPES OF POWER •Coercive power •Legitimate power •Reward power •Referent power •Expert power
This document discusses the 7 R's of human resources: recruiting, routing, retaining, resonating, reviewing, rewarding, and retooling. It provides brief explanations of each term, such as that recruiting involves hiring for attitude and developing competence, routing is having a strategy to optimize employee value over the long term, and retaining means keeping employees that the company wants to keep. Recycling allows giving employees new jobs or career opportunities.
Lesson 2 The Local and International Business Environment of the FirmGLADS123
The document provides information about Lesson 2 on the local and international business environment of the firm. It includes activities for students to complete, which focus on defining cultural intelligence and other terms, comparing student answers to textbook definitions, and analyzing Geert Hofstede's cultural dimensions model. Specifically, it discusses power distance and uncertainty avoidance dimensions, comparing characteristics in Western countries versus the Philippines. Students are assigned homework questions to further their understanding of these topics.
Here are 3 scenarios portraying key characteristics of research:
Empirical Evidence (30 pts)
The anthropologist observed the indigenous tribe for 6 months, taking detailed field notes on their customs, language, and social structures. She interviewed elders to learn about cultural changes over time. By gathering first-hand empirical data through observation and interviews, she was able to write an authoritative report on the tribe's way of life.
Objectivity (30 pts)
The medical researchers designed a double-blind study to test a new drug for arthritis. Neither the patients nor the evaluators knew which participants received the drug vs a placebo. This eliminated potential bias in assessing the drug's effectiveness. The objectively collected data showed the drug had statistically significant
This document discusses theories related to leading and motivation. It begins by defining leading and differentiating it from managing. It then covers various leadership theories like trait theory and behavioral theory. It also discusses motivation theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. Modern theories of motivation covered include goal setting theory, reinforcement theory, and equity theory. The document also examines leadership styles and situational leadership theories like Fiedler's model and the Hersey-Blanchard model.
MOTIVATION, LEADERSHIP, AND COMMUNICATION IN AN-1.pptxJanetMorales19
This document discusses key aspects of motivation, leadership, and communication in organizations. It defines different types of motivation theories like Maslow's hierarchy of needs, McClelland's acquired needs theory, and Alderfer's ERG theory. Modern theories of motivation discussed include goal-setting theory, reinforcement theory, job design theory, equity theory, and expectancy theory. The document also examines the differences between managers and leaders. Key elements of the communication process are defined, including the sender, receiver, message, medium, feedback, and factors that can affect communication. Barriers to communication like filtering, emotions, information overload, and language are identified, as well as methods for overcoming these barriers like using feedback, simple language, active listening,
This document discusses organizational behavior, which is defined as the study of human behavior in organizations. It is a multidisciplinary field that aims to understand individual and group behavior, interpersonal processes, and organizational dynamics in order to help organizations operate more effectively. Studying human behavior allows us to better understand ourselves and others, and the results can help management improve productivity and overall company performance. Organizational behavior is important because workplace success depends on respect for people, understanding human behavior in complex organizations, and individual commitment to flexibility, creativity, learning, and change.
Opportunities, Challenges and Power of Media InformationHazel Lorenzo
This document discusses the opportunities, challenges, and power of media and information. It provides examples of opportunities like job hiring and informing the masses, as well as challenges like fake news and unreliable sources. The power of media is its ability to influence and distribute information. The document also discusses economic, educational, social, political, and cyberbullying impacts of media and information.
This document discusses various philosophical theories of truth and methods for determining truth. It defines truth as a core concept in inquiry and knowledge. The document outlines correspondence theory, which holds that something is true if it corresponds to reality, and coherence theory, which says something is true if it makes sense within a given context. It also discusses relativism, constructivism, and consensus theory. The document provides examples and analyzes factors like biases, facts vs opinions, and logical fallacies that can influence determining truth. Activities are included to help students apply these concepts.
This document defines management and its functions. It begins by defining management as the process of planning, organizing, staffing, directing, and controlling human efforts to achieve goals in an organization. It then lists the five functions of management as planning, organizing, staffing, directing, and controlling. The document provides examples of activities for each function, such as evaluating goals for planning, bringing together resources for organizing, and monitoring activities for controlling. It concludes by assigning a group activity for students to categorize management activities under each specific function.
The document discusses key aspects of what defines a human person. It begins by distinguishing between terms like man, human, human being, and person. A person is a human being that possesses certain rights, responsibilities, awareness, self-determination, and can interact with others. The human person is defined as an embodied spirit - having both a physical body and non-physical spirit/soul. As embodied spirits, people are able to experience the world in a unique way through their physical senses and ability to form relationships. Some key traits that define a person are self-awareness, self-determination, ability to interact with others, and having inherent dignity. A person's human nature allows them to transcend physical limits through
CHAPTER 1: MARKETING PRINCIPLES AND STRATEGIES
Lesson 1: Marketing and its Traditional Approaches
Lesson 2: Goals of Marketing
Lesson 3: Contemporary Approaches to Marketing
Credits: Principles of Marketing of Dr. Serrano- K-12
The document provides biographical information about Filipino author Nick Joaquin, noting that he was born in 1917 in Manila and had a career as a journalist and writer. It discusses his early education, including having his first work published at age 17, and career representing the Philippines in international literary events and serving on government commissions. The summary highlights key facts about Joaquin's background and career accomplishments.
The document summarizes Edwin Locke's goal-setting theory of motivation from the 1960s. It states that specific, challenging goals along with feedback lead to higher task performance. Goals provide direction for employees and motivation to work towards attainment. Clear, measurable goals result in better output than vague goals. Goals should be realistic yet challenging to give a sense of pride and set employees up for future goals. Feedback further improves performance by directing behavior.
Chapter 1 opportunities and challenges (2)Pooja Sakhla
This document discusses various opportunities and challenges for managers and organizational behavior. It notes that to be successful, managers must continuously update their tools and principles using an integrated approach. High-performing organizations are distinguished by features like linking management development to business strategies. Managing a global, diverse workforce and empowering employees to drive innovation are also discussed as key challenges and opportunities. The document emphasizes that people are an organization's most important asset, and successful managers recognize the importance of relationships.
ABM 11_ORGANIZATION AND MANAGEMENT_Q1_W1_Mod1.pdfMargerieFruelda1
1. The document discusses the evolution of management thought and key concepts in management. It covers pre-scientific management, classical theories of Taylor and Fayol, neo-classical theory including the Hawthorne experiments, and modern systems theory.
2. Management is defined as goal-oriented, universal, continuous, multidisciplinary, and both a science and an art. The functions of management include planning, organizing, leading, and controlling.
3. A manager achieves objectives through efficient and effective use of resources. Key roles of a manager include spokesperson, monitor, and disseminator. Managerial skills include human skills, conceptual skills, and technical skills.
Human Behavior in Organizations discusses important topics such as the goals of studying human behavior, the nature of people, individual differences, self-concept, personality, emotions, values, attitudes, abilities, job satisfaction, and motivation. It also covers group behavior, organizational culture, management, and organizational change. The key goals are to describe, understand, predict, and control human behavior in work settings in order to improve performance and achieve organizational goals.
This document provides an introduction to management, including definitions of management from several experts and an outline of the key topics covered. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the main functions of management as planning, organizing, staffing, directing, and controlling. It also lists and explains 14 common principles of management such as division of work, unity of command, and initiative. Finally, it discusses the need for organizational management to help create clear goals, effectively implement business plans, improve coordination, and ensure employees can meet deadlines.
Principles of Educational Management-1.pptxktkr7214
The document discusses Henri Fayol's 14 principles of management. It provides context that Fayol was a French mining engineer who in 1916 wrote the book "General and Industrial Management" where he shared his management experiences and laid the foundation for treating management as a true profession. Some of the key principles discussed include division of work, authority and responsibility, discipline, unity of command, unity of direction, and subordination of individual interests to the general good of the organization. The document concludes that Fayol's principles provide a foundational framework for effective management that can be applied across different organizations and sectors.
Management involves administering and coordinating organizational resources to achieve goals. Henri Fayol identified key functions of management as planning, organizing, commanding, coordinating, and controlling. He proposed 14 principles of management including division of labor, authority and responsibility, discipline, unity of command, and subordination of individual interests. These principles provide guidance for managers in training, decision-making, and effective organization.
The document discusses key concepts in management including definitions, importance, and functions of management. It also outlines Henry Fayol's 14 principles of management. Specifically:
1. It provides definitions of management from several experts and explains the etymology of the term.
2. It outlines 5 reasons for the importance of management, including helping achieve goals, improve efficiency, create dynamic organizations, help achieve personal objectives, and help develop society.
3. It describes the 5 main functions of management as planning, organizing, staffing, directing, and controlling.
4. It then explains each of Henry Fayol's 14 principles of management which guide effective management practices.
This document provides an introduction to management, including definitions of management, the purposes and functions of management, and principles of management. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The purposes of management are to plan, direct, organize and ensure business success through methods like customer satisfaction and employee training. The key functions of management are planning, organizing, staffing, directing, and controlling. Some principles of management discussed include division of work, unity of command, and centralization. The document outlines the need for organizational management to help create goals, implement business plans, and better coordinate activities.
Management involves coordinating resources to achieve goals. It is a continuous process of planning, organizing, leading, and controlling resources. Management aims to efficiently utilize personnel, capital, materials, and methods to effectively operate an enterprise. It involves guiding people's efforts toward desired objectives through motivation and authority. A manager's roles include interpersonal leadership, obtaining and sharing information, and making important decisions about resources, negotiations, and handling disturbances.
002 Management trends and scenario in nepal.ppsxYogeshKhatiwada1
The document provides an overview of management concepts, principles, and processes based on a Nepalese management textbook. It defines management, lists its characteristics, and describes the key functions of planning, organizing, staffing, directing, and controlling. It also discusses management levels, principles such as division of work and unity of command, and emerging challenges for managers. The overall purpose is to introduce learners to fundamental management topics.
This document provides an overview of management concepts and organizational structures. It discusses:
1. The key functions of management including planning, organizing, leading, staffing and controlling. It also describes different types of planning and organizing.
2. The different levels of management in an organization from top management to middle management to supervisory levels.
3. Common organizational structures like line, functional, line and staff, committee and project organizations. It provides the advantages and disadvantages of each structure.
4. Important management concepts like motivation, decision making and administration. It also discusses theories like Maslow's hierarchy of needs.
5. Managerial skills needed like communication, problem solving and leadership. The document provides
The document defines management and nursing management. It discusses several concepts of management including the functional concept, getting things done through others concept, leadership and decision-making concept, and productivity concept. It then covers several management theories including scientific management theory, bureaucratic management theory, the human relations movement, and behavioral sciences theory. Finally, it outlines the functions of management/management process including planning, organizing, staffing, directing, and controlling, and discusses Fayol's 14 principles of management.
Management: Definition – Nature – Scope and Functions – Evolution of Management thought – Contributions of F.W Taylor, Henri Fayol, Elton Mayo, Roethlisberger, H.A.Simon and Peter F Drucker- Approaches to the Study of Management-Universality of Management - Relevance of management to different types of organization.
Henry Fayol identified 14 principles of management that serve as fundamental guidelines for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, equity, stability of personnel, initiative, and esprit de corps. Fayol also identified key managerial qualities, divided management into six categories of activities, and described the elements of management as planning, organizing, commanding, coordinating, and controlling.
Henry Fayol identified 14 principles of management that serve as fundamental guidelines for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, equity, stability of personnel, initiative, and esprit de corps. Fayol also identified key managerial qualities, divided management activities into six categories, and described the elements of management as planning, organizing, commanding, coordinating, and controlling.
Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 I...MAHUA MUKHERJEE
This presentation includes - Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 Introduction
An depth study of the principles of Taylor, Fayol , Mayo and Weber
The document provides an introduction to management science. It defines management as directing group activities to achieve common objectives. It then discusses definitions of management from various authors and the nature of management. The key functions of management are also outlined as planning, organizing, staffing, directing, and controlling. Several classical management theories are introduced such as Taylor's scientific management, Fayol's principles of management, motivation theories, leadership styles, organizational structures, and decision making.
The document discusses various theories and concepts related to management and entrepreneurship. It covers classical management theories from Taylor, Fayol and the Hawthorne Studies. It also discusses modern management approaches like McGregor's Theory X and Theory Y, as well as the management science approach. A wide range of management functions, skills, styles and environmental factors are examined at different levels from individual to societal.
"Essentials of Management" is a foundational subject that is commonly taught in various business-related degree programs such as BCom (Bachelor of Commerce), BBA (Bachelor of Business Administration), MBA (Master of Business Administration), and BCom (Honours) programs. This subject provides students with a comprehensive understanding of the fundamental principles, concepts, and practices of management in the context of business and organizational settings. The subject covers a wide range of topics related to planning, organizing, leading, and controlling various resources to achieve organizational goals effectively and efficiently. Here is a general overview of the topics covered under the subject:
Introduction to Management:
Definition of management and its significance.
Evolution of management theories and practices.
Role of managers in organizations.
Functions of Management:
Planning: Setting goals, objectives, and strategies for achieving them.
Organizing: Structuring resources and tasks to achieve goals.
Leading: Motivating, influencing, and guiding employees to work towards goals.
Controlling: Monitoring progress, measuring performance, and taking corrective actions.
Types of Management:
Strategic Management: Long-term planning and decision-making at the top level.
Tactical Management: Implementing strategies at the middle level for specific units or departments.
Operational Management: Day-to-day activities and processes to achieve operational efficiency.
Organizational Structure:
Different types of organizational structures (functional, divisional, matrix, etc.).
The concept of chain of command and delegation of authority.
Decision-Making:
The decision-making process and various models.
Factors influencing decision-making.
Leadership and Motivation:
Different leadership styles and their impact on teams.
Theories of motivation and their application in the workplace.
Communication:
Importance of effective communication in management.
Different communication channels and barriers.
Team Management:
Building and managing effective teams.
Conflict resolution and team dynamics.
Human Resource Management:
Recruitment, selection, training, and performance evaluation of employees.
Employee development and retention strategies.
Ethics and Social Responsibility:
Business ethics and ethical decision-making.
Role of businesses in society and corporate social responsibility.
Change Management:
Managing organizational change and resistance to change.
Techniques for successful change implementation.
Globalization and Diversity:
Managing in a global context.
Dealing with cultural diversity and cross-cultural communication.
The depth and emphasis on each of these topics may vary depending on the level of the program (BCom, BBA, MBA, BCom Honours) and the specific curriculum of the institution. Overall, the subject "Essentials of Management" provides students with a solid foundation in the principles and practices of effective management.
The document outlines 14 principles of management proposed by Henri Fayol, an early contributor to the theory and practice of management. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. The principles were intended to provide a framework for effective management and organization of large companies.
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2. Management is the process of reaching organizational goals by working with and through
people and other organizational resources.
Management has the following 3 characteristics:
It is a process or series of continuing and related activities.
It involves and concentrates on reaching organizational goals.
It reaches these goals by working with and through people and other organizational
resources.
3. Henri Fayol (1841–1925) is often described as the ‘father’ of modern management.
He had been managing director of a large French mining company, and was
concerned with efficiency at an organizational level rather than at the level of the
task. Drawing on his experience of what worked well in an organization, he
developed a general theory of business administration.
He first broke management down into five distinct elements:
forecasting and planning – looking into the future and drawing up action plans
organizing – building up the material and human structure of the undertaking
commanding – maintaining activity amount personnel
coordinating – unifying and harmonising activity and effort
controlling – ensuring that things conform to rules and instructions
4. 1. Management as a continuous process:
Management can be considered as a process because it consists of planning, organizing,
activating and controlling the resources (personnel and capital) of an organization. So
they are used to the best advantage in achieving the objectives of the organization.
2. Management as a discipline:
Since the boundaries of management are not exact as that of any other physical sciences,
it may not fit in very well for being addressed as discipline. However its status as a
discipline increases because it continuously discovers many aspects of business
enterprises and also passes on the verified knowledge to the practitioners of the
managerial process.
5. 3. Management as a career:
As a career or occupation, management is a broad concept- Management itself can be
regarded as a career, but it also presents a variety of interesting and challenging careers
focused on specialized occupations in the fields such as marketing, finance and
personnel.
4. Management as an Applied Science:
Even though management is a science so far as it possesses a systematized body of
knowledge and uses scientific methods of research, it is not an exact science, like natural
sciences which deal with living phenomena such as botany and medicine.
5. Universal Application:
Management is a universal activity, applied to any form of activity, economic or
otherwise.
6. 7. Guidance:
The main task of the management is guidance in the utilization of material and human
resources in the best possible way. Through optimum utilization of resources it has to
ensure that the objectives are attained. The essential element of management is that it
gets the work done by coordinating the performance of those who actually perform
diverse and specific jobs.
8. Divorced from proprietorship:
Management does not signify proprietorship. In earlier days, management and
enterprise were lumped into the same factor. It now refers to a specialized group of
people who have acquired the ability to carry out a project.
7. 9. An activating factor:
Management is the factor which activates other factors of production. A manager's skill
lies in motivating his workers through guidance, training, incentives, rewards, status,
security, control, etc. So a mangers' ability lies in the fact that he is able to motivate
others to apply their skill to the best advantage of the enterprise in the accomplishment
of its objectives.
10. Management is a human activity:
Management functions are discharged only by individuals. No corporate body or an
artificial being can perform the work of a management. Although it is an activity which
may be performed by an individual it cannot be seen. It can only be felt.
8. 11. Management signifies authority:
Since the essence of management is to direct, guide and control, it has to have authority.
Authority is the power to compel others to work and behave in a particular manner.
Management cannot discharge its function without authority. It is the foundation of
management. Since management has authority it stands at a higher pedestal.
12. Leadership:
The management has to lead a team of workers. It must be capable of inspiring,
motivating and winning their confidence.
9. One of the earliest of these theorists was Frederick Winslow Taylor. He started the
Scientific Management movement, and he and his associates were the first people to
study the work process scientifically. They studied how work was performed, and they
looked at how this affected worker productivity. Taylor's philosophy focused on the
belief that making people work as hard as they could was not as efficient as optimizing
the way the work was done.
Four Principles of Scientific Management
Taylor's four principles are as follows:
Replace working by "rule of thumb," or simple habit and common sense, and instead use the
scientific method to study work and determine the most efficient way to perform specific
tasks.
Rather than simply assign workers to just any job, match workers to their jobs based on
capability and motivation, and train them to work at maximum efficiency.
Monitor worker performance, and provide instructions and supervision to ensure that they're
using the most efficient ways of working.
Allocate the work between managers and workers so that the managers spend their time
planning and training, allowing the workers to perform their tasks efficiently.
10. 1. DIVISION OF WORK: Work should be divided among individuals and groups to ensure that
effort and attention are focused on special portions of the task. Fayol presented work
specialization as the best way to use the human resources of the organization.
2. AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was
defined by Fayol as the right to give orders and the power to exact obedience. Responsibility
involves being accountable, and is therefore naturally associated with authority. Whoever
assumes authority also assumes responsibility.
3. DISCIPLINE: A successful organization requires the common effort of workers. Penalties
should be applied judiciously to encourage this common effort.
4. UNITY OF COMMAND: Workers should receive orders from only one manager.
5. UNITY OF DIRECTION: The entire organization should be moving towards a common
objective in a common direction
11. 6.SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS: The
interests of one person should not take priority over the interests of the organization as a whole.
7.REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general
business conditions, and success of the business, should be considered in determining a worker’s
rate of pay.
8.CENTRALIZATION: Fayol defined centralization as lowering the importance of the subordinate
role. Decentralization is increasing the importance. The degree to which centralization or
decentralization should be adopted depends on the specific organization in which the manager is
working.
9.SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each
manager, from the first line supervisor to the president, possess certain amounts of authority. The
President possesses the most authority; the first line supervisor the least. Lower level managers
should always keep upper level managers informed of their work activities. The existence of a
scalar chain and adherence to it are necessary if the organization is to be successful.
12. 10.ORDER: For the sake of efficiency and coordination, all materials and people related
to a specific kind of work should be treated as equally as possible.
11.EQUITY: All employees should be treated as equally as possible.
12.STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should
always be a high priority of management. Recruitment and Selection Costs, as well as
increased product-reject rates are usually associated with hiring new workers.
13.INITIATIVE: Management should take steps to encourage worker initiative, which is
defined as new or additional work activity undertaken through self direction.
14.ESPIRIT DE CORPS: Management should encourage harmony and general good
feelings among employees.
13. Interpersonal Category
The managerial roles in this category involve providing information and ideas.
Figurehead – As a manager, you have social, ceremonial and legal responsibilities.
You're expected to be a source of inspiration. People look up to you as a person
with authority, and as a figurehead.
Leader – This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the performance and
responsibilities of everyone in the group.
Liaison – Managers must communicate with internal and external contacts. You
need to be able to network effectively on behalf of your organization.
14. Informational Category
The managerial roles in this category involve processing information.
Monitor – In this role, you regularly seek out information related to your
organization and industry, looking for relevant changes in the environment. You
also monitor your team, in terms of both their productivity, and their well-being.
Disseminator – This is where you communicate potentially useful information to
your colleagues and your team.
Spokesperson – Managers represent and speak for their organization. In this role
you're responsible for transmitting information about your organization and its
goals to the people outside it.
15. Decisional Category
The managerial roles in this category involve using information.
Entrepreneur – As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
Disturbance Handler – When an organization or team hits an unexpected
roadblock, it's the manager who must take charge. You also need to help mediate
disputes within it.
Resource Allocator – You'll also need to determine where organizational resources
are best applied. This involves allocating funding, as well as assigning staff and
other organizational resources.
Negotiator – You may be needed to take part in, and direct, important negotiations
within your team, department, or organization.
16. 1. Planning: This essentially refers to establishing a broad sketch of the work to be completed and the procedures
incorporated to implement them.
2. Organizing: Organizing involves formally classifying, defining and synchronizing the various sub-processes or
subdivisions of the work to be done.
3. Staffing: This involves recruiting and selecting the right candidates for the job and facilitating their orientation
and training while maintaining a favorable work environment.
4. Directing: This entails decision making and delegating structured instructions and orders to execute them.
5. Coordinating: This basically refers to orchestrating and interlinking the various components of the work.
6. Reporting: Reporting involves regularly updating the superior about the progress or the work related activities.
The information dissemination can be through records or inspection.
7. Budgeting: Budgeting involves all the activities that under Auditing, Accounting, Fiscal Planning and Control.
17.
18. Planning is the hallmark of intelligent behavior. An organization, in order to reach
its goals, must first set them and set them right. It is deciding the direction in
which all the efforts and all the manpower of the organization will be directed over
a fixed tenure of time in order to strive for a predetermined outcome. This
outcome must be challenging enough to motivate but not daunting so as to scare
and frustrate the workforce.
19. Here, the manager has been advised to arrange for all the necessary resources i.e.
raw materials, monetary resources, human resources, and technology as well as
the managerial expertise to help achieve the goals set under planning process.
20. This principle signifies the importance of human resource for any organization. It
outlines the procedures such as recruitment, training and retaining the right kind
of employees for the specific jobs. It also involves preparing them for their roles in
the organization.
21. Here, after the plans have been laid out; necessary materials been sorted and
employees hired to perform the jobs; the manager has to direct their efforts
towards the ultimate goals of the organization by dividing those ultimate strategic
goals into small, workable, time-bound targets. He has to perform the role of
mentor and motivator as in telling them how to do their jobs in the best possible
manner and encouraging them to perform better by overcoming the challenges.
22. Here, the Chief Manager would have to take steps to coordinate the efforts by
various departments so as to ensure that they are moving in tandem with each
other. If one department moves out of sync, the efforts of all the departments will
collapse.
23. Reporting refers to keeping the channels of communication open both the ways
throughout the organization. This helps in reporting the progress of the work to
the superior authorities and lets them make modifications to the plan if required.
Similarly, all the essential exchange of information such as problems of employees,
new regulations, appreciation etc. can be easily shared with the concerned parties
thin very less time and minimal distortions.
24. Finance is the lifeblood of any organization. Appropriate and consistent account of
every penny spent is crucial for the survival and prosperity of any organization.
Resources – man, money, material and time – should be allocated to each and
every work center or project in advance and the employees responsible should be
held accountable for their stipulated usage. This is necessary to gauge the
estimates for any such future requirements and also to investigate any source of
mistake or fraud.
25. Social responsibility is defined as the obligation and commitment of managers to
take steps for protecting and improving society’s welfare along with protecting
their own interest. The managers must have social responsibility because of the
following reasons:
Organizational Resources - An organization has a diverse pool of resources in form
of men, money, competencies and functional expertise. When an organization has
these resources in hand, it is in better position to work for societal goals.
Precautionary measure - if an organization lingers on dealing with the social
issues now, it would land up putting out social fires so that no time is left for
realizing its goal of producing goods and services. Practically, it is more cost-
efficient to deal with the social issues before they turn into disaster consuming a
large part if managements time.
26. Moral Obligation - The acceptance of managers’ social responsibility has been
identified as a morally appropriate position. It is the moral responsibility of the
organization to assist solving or removing the social problems.
Efficient and Effective Employees - Recruiting employees becomes easier for
socially responsible organization. Employees are attracted to contribute for more
socially responsible organizations. For instance - Tobacco companies have
difficulty recruiting employees with best skills and competencies.
Better Organizational Environment - The organization that is most responsive to
the betterment of social quality of life will consequently have a better society in
which it can perform its business operations. Employee hiring would be easier and
employee would of a superior quality. There would be low rate of employee
turnover and absenteeism. Because of all the social improvements, there will be
low crime rate consequently less money would be spent in form of taxes and for
protection of land. Thus, an improved society will create a better business
environment.
27. Management Ethics’ is related to social responsiveness of a firm. It is “the
discipline dealing with what is good and bad, or right and wrong, or with moral
duty and obligation. It is a standard of behaviour that guides individual managers
in their works”.
“It is the set of moral principles that governs the actions of an individual or a
group.”
Business ethics is application of ethical principles to business relationships and
activities. When managers assume social responsibility, it is believed they will do
it ethically, that is, they know what is right and wrong
28. Though every individual and group has a set of ethical values, the following
guidelines are prescribed by James O’Toole in this regard:
1. Obey the law: Obeying legal practices of the country is conforming to ethical
values.
2. Tell the truth: Disclosing fair accounting results to concerned parties and telling
the truth is ethical behaviour of managers.
3. Respect for people: Ethics requires managers to respect people who contact
them.
4. The golden rule: The golden business principle is ‘Treat others as you would
want to be treated’. This will always result in ethical behaviour
29. 5. Above all, do no harm: Even if law does not prohibit use of chemicals in
producing certain products, managers should avoid them if they are environment
pollutants.
6. Practice participation – not paternalism: Managers should not decide on their
own what is good or bad for the stakeholders. They should assess their needs,
analyse them in the light of business needs and integrate the two by allowing the
stakeholders to participate in the decision¬-making processes.
7. Act when you have responsibility: Actions which cannot be delegated and have
to be taken by managers only (given their competence and skill) must be
responsibly taken by them for the benefit of the organisation and the stakeholders