Essentials in Management

2. Is a (1) social entities that (2) are goal oriented,
(3) are designed as deliberately structures and
coordinated activity systems, and (4) are linked
to the external environment.

3. SOCIAL ENTITIES this is a key point as it
indicates that organization are cultural and
political as well as economic phenomena.
They are ‘social’ all-the-way down. To regard
organizations as equivalent to machines or as
technologies is to invite disaster.
Organizations comprise people who, in
contrast to material entities, interpret their
situations and are capable of ignoring or
resisting, collectively and individually, often in
subtle and difficult to control ways, demands
that are made of them.

4. GOAL-DIRECTED.
This element of the
definition emphasizes
how activity in
organizations is highly
instrumental rather than
intrinsically meaningful.
That is to say, such
activity such activity is
strongly influenced by
individuals’ calculations
concerning the most
effective means of

5. DESIGNED AS
DELIBERATELY
STRUCTURED
AND
COORDINATED
ACTIVITY
SYSTEMS . In
contrast to other
human ‘activity
systems, such as
the family, it is
likely that the
division and
coordination of
labor in work

6. LINKED TO THE EXTERNAL ENVIRONMENT .
It is important to appreciate that organizations
exist within a wider context or set of conditions.
The idea of being linked to the environment
does not necessarily grasp the extent to which
organizations are part-and-parcel of their
environments rather than simply connected to
them. The so called environment is shaped and
changed by the organizations that comprise. It
is therefore necessary to place scare quotes
around external environment.

7. There are a variety of legal
types of organizations,
including corporations, g
overnments, non-
governmental
organizations, internatio
nal organizations, armed
forces, charities, not-for-
profit
corporations, partnership

8. Organizations exist to do the following:
1.Brimng together resources to achieve desired
goals and outcome.
2.Produce goods and services efficiently.
3.Facilitate innovation
4.Use modern manufacturing, service and
information technologies
5.Adapt to and influence a changing
environment
6.Create value for owners, customers, and
employees
7.Accommodate ongoing challenges of diversity,

9. 1. FORMALIZATION refers to the reliance upon written
for commendation in the organization. Such
documentation relates to procedures, job descriptions,
regulations and policy manuals. Larger organizations
tend to score high on formalization because they have
written rules to authorize and control a wide range of
activity. A small family owned business, in contrast,
may have almost no written rules and would be
considered informal even if the personal control
exercised by its head is rigid and all encompassing.

10. 2. SPECIALIZATION is the degree to
which organizational tasks are
subdivided into separate jobs. If
specialization is extensive, each
employee performs only a narrow range
tasks. High levels of specialization are
found on production lines where each
worker is expected to become highly
adept at repeatedly performing a narrow
set of skills., likewise, the division of
labor amongst managers may be highly
specialized.

11. 3. HIERARCHY OF AUTHORITY
describes who reports to whom
and the span of control for each
manager.

12. 4.CENTRALIZATION refers to the
heirarchical level that has authority to make a
decision. When decision making is kept at
the top level, the organization is centralized.
When decisions are delegated to lower
organizational levels, it is decentralized.
Organizational decisions that might be
centralized at head office or decentralized to
a particular division operating unit may
include that purchasing of certain types of
equipment or the hiring of particular grades of
employee.

14. Organizational theory is
the sociological study of formal
social organizations, such as
businesses and bureaucracies,
and their interrelationship with the
environment in which they
operate. It complements the
studies of organizational

15. • Actor–network theory, an approach
to social theory and research,
originating in the field of science
studies, which treats objects as part
of social networks.
• Complexity theory and
organizations, the use of complexity
theory in the field of strategic
management and organizational
studies

16. • Contingency theory, a class of behavioral
theory that claims that there is no best way
to organize a corporation, to lead a
company, or to make decisions.
• Critical management studies, a loose
but extensive grouping of theoretically
informed critiques of management,
business and organisation, grounded
originally in a critical theory perspective

17. • Economic sociology, studies both
the social effects and the social
causes of various economic
phenomena.
• Enterprise architecture, the
conceptual model that defines the
coalescence of organizational
structure and organizational behavior

18. • Garbage Can
Model,
Describes a model
which disconnects
problems, solutions
and decision
makers from each
other

19. • Scientific management (mainly
following Frederick W. Taylor), a
theory of management that analyzes
and synthesizes workflows
• Social entrepreneurship, the
process of pursuing innovative
solutions to social problems

20. • Transaction cost theory, the
idea that people begin to organize
their production in firms when the
transaction cost of coordinating
production through the market
exchange, given imperfect
information, is greater than within
the firm

21. • Weber's ideal of bureaucracy
• Official Jurisdiction on all areas are ordered by rules or
laws already implemented.
• There is an office hierarchy; a system of super- and
subordination in which there is supervision of lower
office by higher ones.
• The management of the modern office is based upon
written rule, which are preserved in original form.
• Office management requires that of training or
specialization.
• When the office is developed/established it requires the
full working capacity of individuals.
• Rules are stable and can be learned. Knowledge of
these rules can be viewed as expertise within the
bureaucracy (these allow for the management of
society)

23. A goal is a desired result a person or
a system envisions, plans and commits to
achieve a personal or organizational desired
end-point in some sort of assumed
development. Many people endeavor to
reach goals within a finite time by
settingdeadlines.
It is roughly similar to purpose or aim, the
anticipated result which guides reaction, or
an end, which is an object, either a physical
object or an abstract object, that hasintrinsic
value.

24. GOAL-SETTING ideally involves establishing
specific, measurable, attainable, realistic and
time-bounded (S.M.A.R.T.) objectives. Work
on the goal-setting theory suggests that it can
serve as an effective tool for making progress
by ensuring that participants have a clear
awareness of what they must do to achieve
or help achieve an objective. On a personal
level, the process of setting goals allows
people to specify and then work towards their
own objectives most commonly, financial or
career-based goals. Goal-setting comprises a
major component of personal development.
A goal can be long-term or short-term. The
primary difference is the time required to

25. SHORT-TERM GOALS
Short-term goals expect accomplishment in a
short period of time, such as trying to get a bill
paid in the next few days. The definition of a
short-term goal need not relate to any specific
length of time. In other words, one may
achieve (or fail to achieve) a short-term goal in
a day, week, month, year, etc. The time-frame
for a short-term goal relates to its context in
the overall time line that it is being applied to.
For instance, one could measure a short-term
goal for a month-long project in days; where as
one might measure a short-term goal for
someone's lifetime in months or in years.
Planners usually define short-term goals in
relation to a long-term goal or goals.

26. Goal-setting and planning ("goal work")
promotes long-term vision and short-
term motivation. It focuses intention, desire,
acquisition of knowledge, and helps to
organize resources.
Efficient goal work includes recognizing and
resolving all guilt, inner conflict or
limiting belief that might cause one to
sabotage one's efforts. By setting clearly
defined goals, one can subsequently
measure and take pride in
the achievement of those goals. One can see
progress in what might have seemed a long,
perhaps impossible, grind.

27. AN ORGANIZATIONAL GOAL-
MANAGEMENT SOLUTION ensures that
individual employee goals and objectives
align with the vision and strategic goals of
the entire organization. Goal-management
provides organizations with a mechanism to
effectively communicate corporate goals
and strategic objectives to each person
across the entire organization. The key
consists of having it all emanate from a
pivotal sourceand providing each person
with a clear, consistent organizational-goal
message. With goal-management, every
employee understands how their efforts

28. An example of goal types in business
management:
• Consumer goals: this refers to supplying a
product or service that the market/consumer
wants
• Product goals: this refers to supplying a
product outstanding compared to other
products perhaps due to the likes of quality,
design, reliability and novelty
• Operational goals: this refers to running the
organization in such a way as to make the
best use of management skills, technology
and resources
• Secondary goals: this refers to goals which
an organization does not regard as priorities

30. is a set of activities (including
planning and decision making,
organizing, leading, and
controlling) directed at an
organization's resources
(human, financial, physical, and
information) with the aim of
achieving organizational goals
in an efficient and effective
manner.

32. Basic roles
• Interpersonal: roles that involve coordination and
interaction with employees
• Informational: roles that involve handling, sharing,
and analyzing information
• Decisional: roles that require decision-making
Management skills
• Political: used to build a power base and establish
connections
• Conceptual: used to analyze complex situations.
• Interpersonal: used to communicate, motivate,
mentor and delegate
• Diagnostic: ability to visualize most appropriate
response to a situation

34. A RESOURCE is a source or supply
from which benefit is produced.
Typically resources are materials,
services, staff, or other assets that
are transformed to produce benefit
and in the process may be consumed
or made unavailable. Benefits of
resource utilization may include
increased wealth, meeting needs or
wants, proper functioning of a system,
or enhanced well being.

35. HUMAN RESOURCES - people
through the labor they provide
and the organizations they staff, It
can also be defined as the skills,
energies, talents, abilities and
knowledge that are used for the
production of goods or the
rendering of services.

36. FINANCIAL
CAPITAL-
the
allocated
budget or
the funding
money for
the activity

37. PHYSICAL
RESOURCES -
facilities, technology,
machinery used to
automate, support and
perform the activities as
well as the need of
people to use it. It also
includes the site and

38. INFORMATION AND
DATA- is used to feed
the process and to be
produced by the activity
to provide the
background necessary
to evaluate current
performance and plan
future progress.
Computer resources
include means for

40. These are people
responsible for
supervising the use
of an
organization’s
resources to meet
its goals.

41. Most organizations have
three management levels:
• first-level,
• middle-level, and
• top-level managers
These managers are classified in a
hierarchy of authority, and perform
different tasks. In many organizations,
the number of managers in every level
resembles a pyramid. Each level is
explained below in specifications of their
different responsibilities and likely job

42. TOP-LEVEL MANAGERS
The top consists of the board of
directors (including non-
executive
directors and executive
directors), president, vice-
president, CEOs and other
members of the C-
level executives. They are
responsible for controlling and
overseeing the entire
organization. They set a tone at
the top and develop strategic
plans, company policies, and
make decisions on the direction

43. • Consist of general managers, branch managers and
department managers. They are accountable to the top
management for their department's function. They devote
more time to organizational and directional functions. Their
roles can be emphasized as executing organizational plans
in conformance with the company's policies and the
objectives of the top management, they define and discuss
information and policies from top management to lower
management, and most importantly they inspire and provide
guidance to lower level managers towards better
performance. Their functions include:
• Design and implement effective group and inter-group work
and information systems.
• Define and monitor group-level performance indicators.

44. • Consist of supervisors, section leaders,
foremen, etc. They focus on controlling and
directing. They usually have the responsibility
of assigning employees tasks, guiding and
supervising employees on day-to-day
activities, ensuring quality and quantity
production, making recommendations,
suggestions, and up channeling employee
problems, etc. First-level managers are role
models for employees that provide:
• Basic supervision
• Motivation

45. As a new manager,
remember that
management means
getting things done
through other
people. You can’t do
it all yourself. As a
manager, your job is
to create the
environment and
conditions that

46. 1–46