KIN 464 1st Edition Lecture 1 Outline of Current Lecture I Sport II Management III Functions of Management IV Pioneers of Management V Management Thought Current Lecture VI Sport a an activity involving physical exertion and skill in which an individual or team competes against another or others for entertainment b That which amuses diversion outdoor game or recreation of athletic nature c Competitive activity utilizing specialized equipment and facilities with unique dimensions of time and space VII Management a The accomplishment of preset objectives through others employees in the most efficient and effective way possible i We manage people money facilities machines and technologies ii Key thing you get results through people b In order for management as a function to exist three conditions must exist i Formal Organization ii Clearly Defined Purpose iii Hierarchical Structure These notes represent a detailed interpretation of the professor s lecture GradeBuddy is best used as a supplement to your own notes not as a substitute c Is Management an Art or a Science i A science b c we have measured it 1 Ex Taylorism a determine the best way for the worker to do the job to provide the proper tools and training and to provide incentives for good performance ii Not just a science there is a human aspect as well people are not robots and cannot act as so d What is the best approach to take i Situational Eclectic Common Sense Approach 1 We should use the approach that best suits the situation and the people involved ii You want to be a situational manager You have to take into consideration the individual needs ideas cultures and personalities of each and every person you are dealing with VIII Functions of Management a Planning i Setting goals and objectives and then developing a method of achieving them ii When we plan we set objectives time limits resources money etc iii Examples of planning 1 Set Organizational Goals 2 Prepare Budgets 3 Schedule Work 4 Forecast Demand 5 Research b Organizing i Create efficiency to reach objectives ii Examples of Organizing 1 Coordinate Resources 2 Staff Open Positions 3 Develop Job Descriptions 4 Delegate Work 5 Formalize Communications c Implementing i Putting the plans into action actually doing it ii Also called Executing Actuating Directing iii Examples of Implementing 1 Provide leadership 2 Direct Efforts 3 Execute Plans and Programs 4 Reward Performance 5 Expedite work in progress d Controlling i Performance on schedule according to the plan ii Control programs have these three steps 1 Establish a standard plan 2 Appraise conformance to the standard inspection 3 Take corrective or remedial action when the standard is exceeded IX Pioneers of Management a F W Taylor 1856 1915 Father of Scientific Management i During his time the US was going from an agrarian society to the industrial revolution and mass production of things His scientific principles are as relevant today as they were at his time ii He was a management consultant and arranged things to increase productivity based on time and motion iii Division of Labor Specialization do what you are good at iv Differential Piece Rate Incentive v Time and motion expert studies to develop uniform standards of work 1 Increase Physical Output 2 Decrease Production Costs 3 Lessen Employee Fatigue 4 Increase Wages through Increased Profits b Henri Fayol 1841 1925 i Defined Fourteen Universal Principles of Management 1 Division of Work a This means specialization b The object is to produce more and better work with the same effort 2 Authority and Responsibility a Authority is the right to give orders and the power to exact obedience b Responsibility is a outcome of authority 3 Discipline a Obedience application energy behavior and showing respect b The best means of establishing and maintaining discipline is a good superior supervisors or managers i One who makes sure agreements are as clear and fair as possible and penalties are fairly applied 4 Unity of Command a An employee should receive orders from one superior only i Multiple superiors are a source of conflict and confusion 5 Unity of Direction a Everyone in the organization should be focused on the same goal 6 Subordination of Individual Interest to General Interest a The interest of one employee or group should not dominate over the interests of the company or team as a whole b Making sure the ideas and opinions of one party does not take over the overall goal 7 Remuneration payment of Personnel a All payment should be fair and reasonable 8 Centralization a The individual industry should find the best degree of centralization or decentralization b Decentralization Increasing the importance of the subordinates employees role c Centralization decreasing the importance of the employees role 9 Scalar Chain a the line of authority as links in a chain b a bridge between two levels of subordinates allowing them to communicate c known as Fayol s gang plank 10 Order a Social order there must be an assigned place for every employee and every employee be in his assigned place 11 Equity a Fairness b Results from a combination of kindness and justice that leads to loyalty 12 Stability of Tenure of Personnel a Instability of tenure is both a cause and effect of bad management Successful firms have stability of personnel 13 Initiative a Initiative completing tasks without being told b The power of thinking out and executing plans and ideas c A superior manager allows subordinates to do this It brings great satisfaction to employees and is a source of strength for business 14 Esprit de Corps a There is strength in unity and harmony b Real management talent is needed to coordinate effort encourage initiative use each person s abilities and reward each employee s merit without causing jealousy or disrupting harmonious relations c G Elton Mayo i Hawthorne Studies conducted at Western Electric s Hawthorne Works near Chicago ii Hawthorne Effect 1 Every Manager should be concerned with personnel and human relations 2 Marked the beginning of the Human Relations Movement X Management Thought a Traditional or Scientific Management i Production or shop management orientation dedicated to reducing waste and improving efficiency b Behavioral human 1 how to people interact on the job 2 what motivates us 3 do we want to grow ii Concentrates on personnel and their interpersonal relationships e g motivation group dynamics morale individual needs Uses the social sciences c