KIN 464 1st Edition Lecture 1 Outline of Current Lecture I. SportII. ManagementIII. Functions of ManagementIV. Pioneers of ManagementV. Management ThoughtCurrent LectureVI. 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 possiblei. We manage people, money, facilities, machines, and technologies. ii. *Key thing = you get results through peopleb. In order for management as a function to exist, three conditions must exist:i. Formal Organizationii. Clearly Defined Purposeiii. 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 it1. 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 Managementa. Planningi. 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 planning1. Set Organizational Goals 2. Prepare Budgets3. Schedule Work4. Forecast Demand5. Researchb. Organizingi. Create efficiency to reach objectivesii. Examples of Organizing1. Coordinate Resources2. Staff Open Positions3. Develop Job Descriptions4. Delegate Work5. Formalize Communicationsc. Implementing i. Putting the plans into action – actually doing itii. Also called “Executing,” “Actuating,” & “Directing”iii. Examples of Implementing1. Provide leadership2. Direct Efforts3. Execute Plans and Programs4. Reward Performance5. Expedite work-in-progressd. Controllingi. Performance on schedule according to the planii. Control programs have these three steps:1. Establish a standard plan2. Appraise conformance to the standard (inspection)3. Take corrective or remedial action when the standard is exceededIX. 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 ativ. Differential Piece Rate Incentivev. Time and motion expert – studies to develop uniform standards of work1. Increase Physical Output 2. Decrease Production Costs3. Lessen Employee Fatigue4. Increase Wages through Increased Profitsb. Henri Fayol (1841-1925)i. Defined Fourteen Universal Principles of Management1. Division of Worka. This means specialization. b. The object is to produce more and better work with the same effort.2. Authority and Responsibilitya. Authority is the right to give orders and the power to exact obedience.b. Responsibility is a outcome of authority3. Disciplinea. 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 fairas possible, and penalties are fairly applied. 4. Unity of Commanda. An employee should receive orders from one superior only. i. Multiple superiors are a source of conflict and confusion.5. Unity of Directiona. 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. Centralizationa. 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 employeesrole.9. Scalar Chaina. 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. Ordera. Social order - there must be an assigned place for every employee and every employee be in his assigned place. 11. Equitya. Fairness b. Results from a combination of kindness and justice that leads to loyalty. 12. Stability of Tenure of Personnela. Instability of tenure is both a cause and effect of bad management. Successful firms have stability of personnel.13. Initiativea. Initiative = completing tasks without being toldb. 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 Mayoi. Hawthorne Studies conducted at Western Electric’s Hawthorne Works near Chicagoii. Hawthorne Effect1. Every Manager should be concerned with personnel and human relations.2. Marked the beginning of the Human Relations MovementX. Management Thoughta. Traditional or “Scientific Management” i. Production or shop management orientation dedicated to reducing waste and improving efficiencyb.