Chapter 1: Innovative Management for a Changed WorldIn-Class Notes (1/13)1.2: The Process of Management4 Major Principles of Management1. Planning: select goals and ways to attain thema. Most important2. Organizing: assign responsibility for each accomplishmenta. Performance: attain goals, products, services, efficiency, effectiveness3. Leading: use influence to mediate employees4. Controlling: monitor activities and make connectionsa. Resources: human, financial, technological, informationb. If you’re going to do the task again, controlling is like a pre-planning stage for the next time you do itManagement Skills- Three categories of skills: conceptual, human, and technical - All managers must possess these skills with varying skills- The application of management skills change as managers move up the hierarchy- Technical is at the bottom, human is in the middle, conceptual is at the topo Technical skills : your ability to understand and perform the task; minimum requiremento Human skills : your ability to work through others to achieve the tasko Conceptual skills : your skills and ability to understand the overall process or task;paid the most Many managers do not have the skill set to do the actual task; more difficult to change and alter process if you don’t understand the technical processThe Future of Work- Social Media is only 10 years old- Internet is only 20 years old- Transparent: people will be able to check behind you- Telecommuting: working from your house- “Communication. Communication. Communication.”o Visually, written, using the technology- In-source/near-source/bring back call centers to the U.S.- Competitive - AcademicEarth.org: free online courses- Innovation: do a better job- Outsourcing: more companies are taking functions of the organization that they do not have a core competency in and making someone outside the company do it- Crowdsource: to split a task into smaller pieces and unleash it to millions of people around the worldo Wikipedia- ReCAPTCHA: two words to retype o First word verifies that you are a humano Second word decodes a word that the computer could not read- Average change job once a year for 15 years- Contract basis of hiring: do not have to provide benefits; fire at will- Virtual Teams: a group of individuals who work across time, space, and organizational boundaries using collaboration technology1.1 What Do Managers Do?1. Set objectiveso Establish goals for the group and decide what should be done to achieve them2. Organizeo Divide work and delegate3. Motivate and Communicateo Create teamwork, promote4. Measureo Set targets and standards; appreciate performance5. Develop Peopleo Recognize the value of employeesOrganizational Performance- An organization is a social entity that is goal directed and deliberately structured - Effectiveness: is the degree to which you accomplish the tasko Effectiveness must always come first before efficiency- Efficiency: amount of resources used to accomplish the task or to achieve the goalo In certain jobs, efficiency is almost irrelevant When you only have one opportunity to do something, it does not matter about being efficientManagement Types: Vertical- Not on First Exam• Top managers are responsible for the entire organization• Middle managers are responsible for business units• First-line managers are responsible for production of goods and servicesManagement Types: Horizontal –Second Exam• Functional Managers are responsible for departments that perform specific tasks• General Managers are responsible for several departmentsTen Manager Roles:Informational- most difficult Monitor Disseminator SpokespersonInterpersonal- most difficult Figurehead Leader LiaisonDecisional Entrepreneur Disturbance Handler Resource Allocator NegotiatorPareto Rule: 80% of your problems come from 20% of your employeesCh 1, 2, 4, and 7 on the first testChapter 2: The Evolution of Management ThinkingIn-Class Notes (1/23)- One of the important principles that came about to drive this is the separation of ownership and management- Classical Perspective: o Scientific management : Frederick Winslow Taylor is the father (workers could be retooled like machines) Gantt Chart: Henry Gantt; look over, not a lot of questions Gilbreth: leading expert in time and motion studies to promote efficiency Efficiency, effectiveness, cutting back on time Compensation for performanceo Bureaucratic organizations  Principles and structure that you have in order for you to run an organization Max Weber and criticisms- Characteristics of Weberian Bureaucracy *know chart ***Slide 2-3 slide number 6 gerneral approach, contributions. Etc.***- Codification: put it in writingo Administrative principles  Planning, organizing, leading, and controlling= 4 pillars of management created by Henri Fayol (father)- Unity of Command- Division of work- Unity of direction: information and responsibility flows one direction- Scalar chain- Humanistic Perspective:o Mary Parker Follett: led the humanistic perspective  Empower people, not control them; let them give feedback Importance of people rather than engineering techniques: contrast to scientific management Acceptance theory of authority:  Employees performed better when managers treated them positively Hawthorne Studies: key contributor- Cornerstone for huge theory of management for 35 years- Must pay them, good environment, open communication- Hawthorne Illinois  all women, missed the fact that they were being paid twice as much as everyone else in the factory need to payo Maslow’s Hierarchy of Needs***o Theory X and Theory Y *** McGregor Nobody is Theory X or Theory Y Theory X: average has an inherent dislike of work and will avoid it if at all possible Theory Y: work is natural- Become theory Y about a theory X for an advantage- Synergy: the whole is greater than the sum of its partso When 2 groups bring different strengths to the tableo No 2.5 - Contingency View: every situation is unique, there is no universal management theoryo What are the potential outcomes? Willing to take more risks and more likely to bein a position to succeed because in order to succeed I must have the possibility of failureAnything says always its false, anything says never its falseChapter 4: Managing in a Global Environment(Notes 1/30)Strategies for Entering the International Arena- **4.3 Chart**- Global