Chapter organizer and goals
As many as ninety percent of todays college students will spend their careers as employees being by bosses.many of these employees will eventually themselves become managers.although management is a young discipline,an organized body of knowledge has grown up around it.poor management is often blamed when an organization fails,just as good management is credited when an organization is successful.
Thus management is an important discipline worthy of serious study.the field of management is a mixture of art and science.it faces increasingly complex problems but encompasses principles applicable to all types of organizations.many definitions of management have been offered ,but a key element is that managing entails eccomplishing tasks through the work of others.
Managers assume a variety of roles in their work,including interpersonal,informational,and decisional.these
Roles are interdependent and vary in importance with both the managers functional area and his or her level
Within the organization.in addition to playing roles,managers also perform four major functions.these are planning,organizing,directing,and controlling.aithough we study them separately,these roles are interrelated
And are carried out simultaneously by the manager.
From supervisor to chief executive officer,the levels of management are divided into three categories:
First-line,middle,and top.as managers strive to move up through these levels,education and ability seem to be key factors in the success of those who are effective.also important is the ability to make the transition
From a focus on technical akills to an emphasis on human and conceptual skills.knowledge gleaned from
Education,skills derived from experience and training,and organizational and environmental factors all
Interact to determine the success or failure of the manager.after careful study of this chapter,you should
Be able to:
1-explain the importance of management and its relationship to productivity in society.
2-define the term manager and cite examples of managers in various types of organizations.
3-explain the distinction between the scientific part of management and its artistic component.
4.describe the various roles that organizational managers play.
5-give an overview of the functions of management .
6-identify the various levels of management and give examples of each level in different types of organizations.
7-describe the three basic skills required of a manager.
8-identify the variables in the management success model.
Study outline
1.introduction
A.why study management?management is often blamed when oganizations fail and credited when they succeed.
B.management ….art or science?management is both art and science.
C.problems facing managers:the process of managing has become more complex in recent decades.
D.are management principles universal?the principles of management can be applied to any type of of
Organization.
E.a definition and some problems with definitions:managing includes a range of behaviors across several
Disciplines.
F.a philosophy of management:a philosophy of management is shaped by values,experiences,and beliefs.
2.various roles of a manager
A.interpersonal roles:the formal authority of the manager creates a set of roles which involve interaction with other people:
A-1.figurehead:virtually all managers play a ceremonial role in some capacity.
A-2.leader:this role includes hiring,training,evaluating,motivating,rewarding,and promoting.
A-3.liaison:managers interact with people outside the immediate chain of command.
B.informational roles:managers gather information through interpersonal contacts:
B-1.monitor:managersgather information from sources internal and external to the organization
B-2.disseminator:the manager distributes information to subordinates daily.
B-3.spokesperson:each manager,at some time speaks officially for the organization.
C.decisional roles:managers make decisions in order to make things happen:
C-1.entrepreneur:managers use available information to identify opportunities for the organization.
C-2.disturbance handler:all managers must react to change and deal with deviations from plans.
C-3.resource allocator:organizational resources are in limited supply and must be allocated.
C-4.negotiator:managing includes negotiating with others inside and outside of the organization.
D.common and special functions in organizations:management functions apply universally to all functional areas of the organization.
3.functions of management
A.the planning function:planning is deciding what to and when to do it
B.the organizing function:coordinating the efforts of two or more people is called organizing
C.the directing function:directing is guiding and leading people
D.the controlling function:the manager as controller compares performance with a standard or goal
4.levels of management
A.first-line managers:foreman,supervisors,section chiefs,and lead persons supervise daily activities of workers
B.middle managers:these managers translate strategies and policies into specific programs.
C.top managers:organizational policies and strategies are set by the CEO,the president,and the vice-presidents.
5.the road to the top
A.no one combination of background and experiences can guarantee success as a manager
B.what is an effective manager?to be effective a manager must identify and achieve results in a few critical areas.
C.fifferences in managerial skills:why do some managers succed and others fail?
C-1.technical skills:entry-level jobs draw heavily on these skills
C-2.human skills:skills in human relations make career advancement easier
C-3.conceptual skills:as a manager advances to higher levels,the ability to see the organization as a whole becomes increasingly important
D.how people learn to manage:there are many sources of management knowledge:
D-1.managing through formal education:management principles and theories can be taught.
D-2.managing through experience:experience is widely repected but can be a drawback if it limits flexibility.
E.the management success model (MSM):a managers skills and personality interact with the organization and its environment to determine the managers success or failure.
ماهيت مديريت
حدود 90%دانشجويان دانشگاه هاي امروز،كار راهه خود را به عنوان كارمندي كه توسط مديران اداره مي شوند،مي گذرانند.
بسياري از اين كارمندان نهايتا خودشان مدير خواهند بود.گرچه مديريت يك رشته جديد است،ولي يك مجموعه سازمان يافته
دانش در اطراف آن ايجاد شده است.هنگاميكه يك سازماني با شكست روبرو مي شود،اغلب مديريت ضعيف مورد ملامت قرار
مي گيرد درست همانطوريكه يك سازمان موفق مي شود،مديريت خوب مورد تمجيد قرار مي گيرد.بنابراين مديريت يك رشته
مهم و داراي ارزش مطالعه جدي مي باشد.رشته مديريت تركيبي از دانش وهنر است.مديريت به طور فزاينده اي با مشكلات پيچيده
مواجه مي شوداما در برگيرنده اصولي است كه قابل بكارگيري در انواع سازمانهاست.تعارف بسياري از مديريت ارائه شده است ولي يك عنصر كليدي اين است كه مديريت شامل انجام وظايف از طريق كار ديگران مي باشد.مديران نقشهاي متعددي را در كارشان تقبل مي نمايند.از جمله:ارتباطي،اطلاغاتي و تصميماتي.اين نقشها به يكديگر وابستگي متقابل دارند و در اهميت هم از نظر حوزه وظايفي مدير و هم از نظر سطح وي در سازمان با يكديگر متفاوتند.علاوه بر ايفاي نقش،مديران همچنين 4وظيفه اصلي را اجرا مي نمايند كه عبارتند از:
برنامه ريزي،سازملندهي،هدايت و كنترل.هر چند ما آنها را به طور مجزا مطالعه مي كني،ولي اين نقشها به يكديگر وابسته هستند و توسط مدير به طور همزمان اجرا مي گردند.
از سرپرست گرفته تا مديران اجرائي كل،سطوح مديريت به سه طبقه تقسيم مي شود:مديران عملياتي،مديران مياني و مديران عالي.همانطوريكه مديران تلاش مي كنند به سطوح بالاتري ارتقا يابند،به نظر مي رسد كه تعليم و تربيت و توانائي،عوامل كليدي در موفقيت كساني هستند كه مؤثرند.همچنين عامل مهم ديگر،توانائي تبديل(انتقال)حركت از تمركز روي مهارتهاي فني به تاكيد بر مهارتهاي
انساني و ادراكي مي باشد.
دانشي كه از تعليم و تربيت بر مي خيزد،مهارتهائي كه از تجربه و آموزش حاصل مي گردد و عوامل محيطي و سازماني،همگي براي تعيين موفقيت يا شكست مدير در تعاملند.
آ.مقدمه
الف.چرا مديريت را مطالعه مي نمائيم؟هنگاميكه سازمانها شكست مي خورند،غالبا مديريت مورد ملامت قرار مي گيرد و هنگاميكه آنها موفق مي شوند،اغتبار موفقيت به مديريت بر مي گردد.
ب.مديريت....علم است يا هنر؟مديريت هم علم است و هم هنر است.
ج.مشكلات رودرروي مديران در دهه هاي اخير فرآيند اداره كردن پيچيده تر شده است.
د.آيا اصول مديريت جهانشمولند؟در هر نوع سازماني اصول مديريت مي تواند بكار گرفته شود.
و.يك تعريف و برخي مشكلات در رابطه با تعاريف:مديريت شامل طيفي از رفتارها در رابطه با چندين رشته مختلف است.
ن.فلسفه اي از مديريت.يك فلسفه از مديريت از طريق ارزشها،تجربيات و اعتقادات شكل مي گيرد.
ب.نقشهاي مختلف يك مدير
الف.نقشهاي ارتباطي:اقتدار رسمي يك مدير،مجموعه اي از نقشها،كه شامل تعامل با ديگر افراد مي شود،را ايجاد مي نمايد.
1-رئيس تشريفاتي:تقريبا كليه مديران در برخي موقعيتها،يك نقش تشريفاتي را ايفا مي كنند.
2-رهبر:اين نقش شامل:استخدام،آموزش،ارزيابي،برانگيختن،پاداش و ترفيع،مي گردد.
3-رابط:مديران با افراد خارج از سلسله مراتب مستقيم سازمان،در تعالند.
ب.نقشهاي اطلاعاتي:مديران از طريق تماسهاي متقابل با افراد،اطلات جمع آوري مي نمايند.
1-نظارت كننده:مديران از منابع داخلي و خارجي سازمان،اطلاعات جمع آوري مي نمايند.
2-پخش كنده(اطلاعات):مدير به طور روزانه،اطلاعات را بين مرئوسين توزيع مي نمايد.
3-سخنگو:بعضي اوقات،هر مديري رسما از طرف سازمان سخن مي گويد.
ج.نقشهاي تصميماتي:مديران به منظور عملي كردن امور،تصميماتي اتخذ مي نمايند.
1-كار آفرين:مديران جهت شناسايي فرصتهايي براي سازمان از اطلاعات موجود استفاده مي كنند.
2-برطرف كننده اختلال:كليه مديران نسبت به تغيير بايد عكس العمل نشان داده و انحرافات برنامه ها را تصحيح نمايند.
3-تخصيص دهنده منابع:منابع سازماني در محدوديت عرضه قرار دارند و بايد تخصيص داده شوند.
4-مذاكره كننده:اداره كردن،مذاكره با ديگران در داخل و خارج سازمان را نيز در بر دارد.
د.وظايف متداول و مخصوص در سازمان:وظايف مديريت،بگونه اي جهانشمول،براي كليه حوزه هاي وظائفيسازمان،بكارگرفته مي شود
ج.وظايف مديريت
الف.وظيفه برنامه ريزي:برنامه ريزي،تصميم گيري در مورد اينكه چه كاري و چه وقت آن كار انجام مي شود،مي باشد.
ب.وظيفه سازماندهي:هماهنگي كوششهاي دو يا چند فرد را سازماندهي مي نامند.
ج.وظيفه هدايت:هدايت،رهنمود و رهبري افراد،مي باشد.
د.وظيفه كنترل:مدير به عنوان كنترل كننده،عملكرد را با يك هدف يا استاندارد،مقايسه مي نمايد.
د.سطوح مديريت
الف.مديران عملياتي:سركارگران،سرپرستان،رؤساي بخش و رهبران افراد،به طور روزانه فعاليتهاي كاركنان را سرپرستي مي نمايند.
ب.مديران مياني:اين مديران،استراتژيها وخط مشي ها را به برنامه هاي خاصي تبدبل مي نمايند.
ج.مديران عالي:استراتژيها و خط مشي هاي سازماني توسط رئيس سازمان،مدير كل و معاونين تدوين مي گردند.
و.راهي به بالا
الف.هيچ تركيبي از تجربيات و پيشينه ها نمي تواند موفقيت شخصي را به عنوان يك مدير،تضمين نمايد.
ب.يك مدير مؤثربودن چيست:يك مدير براي مؤثر بودن بايد نتايج را ذر تعدا د قليلي از حوزه هاي مهم شناسائي نموده و به آنها دست يابد.
ج.تفاوتهايي در مهارتهاي مديريتي:چرا برخي از مديران موفق مي شوند و ديگر مديران شكست مي خورند؟
1-مهارتهاي فني:شغاهاي در بدو استخدام،شديدا به اين مهارتها متكي است.
2-مهارتهاي انساني:مهارت در روابط انساني،پيشرفت حرفه اي را آسانتر مي سازد.
3-مهارتهاي ادراكي:با ارتقا يك مدير به سطوح بالاتر،توانائي درك سازمان به عنوان يك كل،به طور فزاينده اي مهم مي گردد.
د.چگونه افراد اداره كردن را مي آموزند:منابع متعددي از دانش مديريت وجود دارد.
1-اداره كردن از طريق تحصيلات رسمي،اصول و تئوريهاي مديريت را مي توان آموزس داد.
2-اداره كردن از طريق تجربه:به طور گسترده مورد احترام است اما اگر انعطاف پذيري را محدود سازد،مي تواند زيان آور باشد.
و.مدل موفقيت مديريت (ام.اس.ام):مهارتها و شخصيت يك مدير با سازمان و محيطش در تعامل است تا موفقيت يا شكست وي را تعيين نمايد.
All of things about henri fayol
What is Management? Five elements
Fayol's definition of management roles and actions distinguishes between Five Element
Prevoyance. (Forecast & Plan). Examining the future and drawing up a plan of action. The elements of strategy.
To organize. Build up the structure, both material and human, of the undertaking.
To command. Maintain the activity among the personnel.
To coordinate. Binding together, unifying and harmonizing all activity and effort.
To control. Seeing that everything occurs in conformity with established rule and expressed command
Origin of the 14 Principles of Management. History
Henri Fayol (1841-1925) was a French management theorist whose theories in management and organization of labor were widely influential in the beginning of 20th century. He was a mining engineer who worked for a French mining company Commentry-Fourchamboult-Decazeville, first as an engineer. Then he moved into general management and became Managing Director from 1888 to 1918. During his tenure as Managing Director he wrote various articles on 'administration' and in 1916 the Bulletin de la Société de l’ Industrie Minérale, printed his "Administration, Industrielle et Générale – Prévoyance, Organisation, Commandement, Coordination, Contrôle". In 1949 the first English translation appeared: ‘General and Industrial Management’ by Constance Storrs
Usage of the 14 Management Principles. Applications
Change and Organization.
Decision-making.
Skills. Can be used to improve the basic effectiveness of a manager.
Understand that management can be seen as a variety of activities, which can be listed and grouped.
.
SOURCE: Book: Henri Fayol - General and Industrial Management
In scientific management the managers were elevated while the workers' roles were negated.
"Science, not rule of thumb," said Taylor.
The decisions of supervisors, based upon experience and intuition, were no longer important. Employees were not allowed to have ideas of responsibility. Yet the question remains -- is this promotion of managers to center-stage justified?
1929 - Taylorism
The Taylor Society publishes a revised and updated practitioner's manual: Scientific Management in American Industry.
1932 - The Hawthorne Studies
Elton Mayo becomes the first to question the behavioural assumptions of scientific management. The studies concluded that human factors were often more important than physical conditions in motivating employees to greater productivity.
1946 - Organization Development
Social scientist Kurt Lewin launches the Research Center for Group Dynamics at the Massachusetts Institute of Technology. His contributions in change theory, action research, and action learning earn him the title of the "father of organization development." Lewin is best known for his work in the field of organization behavior and the study of group dynamics. His research discovered that learning is best facilitated when there is a conflict between immediate concrete experience and detached analysis within the individual.
1949 - Sociotechnical Systems Theory
A group of researchers from London's Tavistock Institute of Human Relations, led by Eric Trist, studied a South Yorkshire coal mine in 1949. Their research leads in the development of the Sociotechnical Systems Theory which considers both the social and the technical aspects when designing jobs. It marks a 180-degree departure from Frederick Taylor's scientific management. There are four basic components to sociotechnical theory:
environment subsystem
social subsystem
technical subsystem
organizational design.
1954 - Hierarchy of Needs
Maslow's hierarchy of needs theory is published in his book Motivation and Personality. This provides a framework for gaining employees' commitment.
1954 - Leadership/Management
Drucker writes The Practice of Management and introduces the 5 basic roles of managers. He writes, "The first question in discussing organization structure must be: What is our business and what should it be? Organization structure must be designed so as to make possible the attainment of objectives of the business for five, ten, fifteen years hence."
1959 - Hygiene and Motivational Factors
Frederick Herzberg developed a list of factors which are closely based on Maslow's Hierarchy of Needs, except it more closely related to work. Hygiene factors must be present in the job before motivators can be used to stimulate the workers.
1960s - Organization Development
In the 1950s and 1960s a new, integrated approach originated known as Organization Development (OD): the systematic application of behavioral science knowledge at various levels (group, intergroup, and total organization) to bring about planned change
1960 - Theory X and Theory Y
Douglas McGregor's Theory X and Theory Y principles influence the design and implementation of personnel policies and practices.
Late 1960s - Action Learning
An Unheralded British academic was invited to try out his theories in Belgium -- it led to an upturn in the Belgian economy. "Unless your ideas are ridiculed by experts they are worth nothing," says the British academic Reg Revens, creator of action learning:
L = P + Q ([L] Learning occurs through a combination of programmed knowledge [P] andthe ability to ask insightful questions [Q])
Note that his work has had little impact on this side of the ocean, although it remains one of the best ways to learn and to improve an organization.
1964 - Management Grid
Robert Blake and Jane Mouton develop a management model that conceptualizes management styles and relations. Their Grid uses two axis. "Concern for people" is plotted using the vertical axis and "Concern for task" is along the horizontal axis. The notion that just two dimensions can describe a managerial behavior has the attraction of simplicity.
1978 - Performance Technology
Tom Gilbert publishes Human Competence: Engineering Worthy Performance. It describes the behavioral-engineering model which become the bible of performance technology. Gilbert wrote that accomplishment specification is the only logical way to define performance requirements. Accomplishments are the best starting points for developing performance standards. In addition, accomplishments are the best tools for the development of performance-based job descriptions as they allow management to describe the measurement that is important to the organization, specific to the position, and observable.
1978 - Excellence
McKinsey's John Larson asks colleague Tom Peters to step in at the last minute and make a presentation that leads to "In Search of Excellence." Thus Tom Peters spawns the birth of the "management guru business."
1990 - Learning Organization
Peter Senge popularized the "Learning Organization" in The Fifth Discipline: The Art and Practice of the Learning Organization. He describes the organization as an organism with the capacity to enhance its capabilities and shape its own future. A learning organization is any organization (e.g. school, business, government agency) that understands itself as a complex, organic system that has a vision and purpose. It uses feedback systems and alignment mechanisms to achieve its goals. It values teams and leadership throughout the ranks. He called for five disciplines:
System Thinking
Personal Mastery
Mental Models
Shared Vision
Team Learning.
1995 - Ethics
On December 11, 1995 a fire burned most of Malden Mills to the ground and put 3,000 people out of work. Most of the 3,000 thought they were out of work permanently. CEO Aaron Feuerstein says, "This is not the end" -- he spent millions keeping all 3,000 employees on the payroll with full benefits for 3 months until he could get another factory up and running. Why? He answers, "The fundamental difference is that I consider our workers an asset, not an expense."
Business Process Management (BPM) - 2000
This is actually a slow advance in process management:
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