Management
Course content
References
Assessment and evaluation
Course content
Management and managers
Organizing
Decision-making
Leading Communication, Information, Motivation
Management methods, tools and techniques
Strategic planning and building competitive advantage
Organizational culture and team management
References
Management - Richard L Daft (1) 658DAFm
Management Stephen P Robbins (4) 658 ROB
Management: people, performance, change Luiz R Gomez-Mejia
(1) 658GOM
Gareth R. Jones, Jennifer M. George - Essentials of Contemporary
Management, 2nd edition, McGraw-Hill International edition, 2007
Assessment and evaluation
Final examination 70% :
Multiple choice
Theoretical questions
Case study
Seminar 30% :
Test 15%
Attendance and active participation 5%
Presentation of group project 10%
Group project requirements
Project structure:
1.
Organizational environment analysis; the main opportunities and threats for a new
business in the selected market/industry
2.
Decision-making - select a few alternatives for starting up a business and use a
decision making method to chose the most appropriate one considering the
opportunities and threats already identified
3.
Build an organizational structure for your business
Presentation: 20 min, with any type of visual support (blackboard, flipchart,
PowerPoint)
Evaluation criteria:
Meeting the requirements (Group)
Business viability (G)
Visual support (G)
Presentation clarity and relevance (Individual)
Proper answering to questions (I)
Groups 4-6 members
MANAGEMENT BASICS
1.
What is Management?
2.
Organizational Performance
3.
Management History And Evolution
What is Management?
The planning, organizing, leading, and controlling
of human and other resources to achieve
organizational goals effectively and efficiently
Organizations collections of people who work
together and coordinate their actions to achieve a wide
variety of goals
What is Management?
Resources include
People
Skills
Know-how and experience
Machinery
Raw materials
Computers and IT
Patents
Financial capital
Loyal customers
Why study management?
1.
2.
3.
4.
The more efficient and effective use of scarce resources
that organizations make of those resources, the greater
the relative well-being and prosperity of people in that
society
Helps people deal with their bosses and coworkers
Opens a path to a well-paying job and a satisfying
career
Make personal plans and decisions, set goals, prioritize
what you will do, and get others to do things for you
Organizational Performance
A measure of how efficiently and effectively managers use
available resources to satisfy customers and achieve
organizational goals
Effectiveness
Goals
Resources
Efficiency
Results
Organizational Performance
Efficiency
A measure of how well or how productively
resources are used to achieve a goal
Effectiveness
A measure of the appropriateness of the goals an
organization is pursuing and the degree to which
they are achieved.
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Management History and Evolution
1.
2.
3.
4.
Classical Theory
Scientific Theory,
Administrative Theory,
Bureaucracy
Behavioral Theory
Human relations,
Hierarchy of needs,
Theory X and Theory Y
Management Science
Integrative Theories
Systems Theory,
Sociotechnical Theory,
Contingency
Evolution of Management Thought
1. Classical Theory
Focus on the job and management functions to
determine the best way to manage in all organizations.
Scientific Management - Best way to maximize job
performance
Fredrick Winslow Taylor
Father of Scientific Management
Frank and Lillian Gilbreth
Work efficiency
Henry Gantt
Work scheduling
Taylors principles to increase efficiency
1.
Study the way workers perform their tasks, gather all the
informal job knowledge that workers posses, and
experiment with ways of improving how tasks are
performed
2.
Codify the new methods of performing tasks into
written rules and standard operating procedures
3.
Carefully select workers who possess skills and abilities
that match the needs of the task, and train them to
perform the task according to the established rules and
procedures
4.
Establish a fair or acceptable level of performance for a
task, and then develop a pay system that provides a
reward for performance above the acceptable level
Classical Theory
Administrative Theory
Henri Fayol
Father of Modern Management
Principles and functions of management
Max Weber
Bureaucracy concept
Chester Barnard
Authority and power in organizations
Mary Parker Follett
Worker participation, conflict resolution, and
shared goals
Bureaucracy (Weber)
A more formalized, rigid structure of organization
A formal structure based on rules, formal legitimate
authority and competence
A supervisor's power should be based on an individual's
position within the organization, his or her level of
professional competence and the supervisor's
adherence to explicit rules and regulations
Bureaucracy (Weber)
Bureaucracy (Weber)
Principles:
1.
Hierarchical organization
2.
Delineated lines of authority in a fixed area of activity
3.
Action taken on the basis of and recorded in written rules
4.
Bureaucratic officials need expert training
5.
Rules are implemented by neutral officials
6.
Career advancement depends on technical qualifications
judged by organization, not individuals
2. Behavioral Theory
Focus on people to determine the best way to manage in all
organizations.
Human Relations Movement (later, the Behavioral
Science Approach)
Elton Mayo
Hawthorne studies
Abraham Maslow
Hierarchy of needs theory
Douglas McGregor
Theory X and Theory Y
Maslows Hierarchy of Needs Theory
Maslows Hierarchy of Needs Theory
Physiological
living wage to purchase food and clothing
Safety
Free from danger - wages to procure shelter
Affiliation
Need to belong / social relationships with co-workers
Esteem
Sense of achievement and accomplishment
Compensation and reward
Self-Actualization
Job that allows growth and creativity
Theory X and Theory Y
Believe employees
1. Are lazy
2. Resist Change
3. Do not like responsibility
4. Need pay incentives or threats
5. Disloyal
Believe employees
1. Are motivated
2. Open to Change
3. Can handle responsibility
4. Prefer rewards over threats
5. Are loyal
3. Management Science
Focus on the use of mathematics to aid in problem
solving and decision making
Mathematical models are used in the areas of finance,
management information systems (MIS), and operations
management
4. Integrative Theories
Systems Theory
Focuses on viewing the organization as a whole
and as the interrelationship of its parts
(subsystems)
Sociotechnical Theory
Focuses on integrating people and technology
Contingency Theory
Focuses on determining the best management
approach for a given situation
Comparing Theories
Classical
Attempts to develop the best way to manage in all
organizations by focusing on the jobs and structure of the firm
Behavioral
Attempts to develop a single best way to manage in all
organizations by focusing on people and making them
productive.
Management
Science
Recommends using math (computers) to aid in problem
solving and decision making.
Systems
Theory
Manages by focusing on the organization as a whole and the
interrelationship of its departments, rather than on individual
parts.
Sociotechnical
Theory
Recommends focusing on the integration of people and
technology.
Contingency
Theory
Recommends using the theory or the combination of
theories that best meets the given situation.
