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Management Fundamentals
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals Management Fundamentals
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals Management Fundamentals KeyPoints to develop in your own time! Introductory concepts @ OxfordCambridge.Org all for free and free for all. The information gathered here are under KeyPoints format and may be useful under two circumstances: - To give the reader an overview before deciding for a full scale study of the subject. - To guide readers to develop the chosen topic in their own time. Some tips on how to proceed, perhaps: - Identify all the KeyPoints on which you feel a need to expand your knowledge. - Choose a good book or two and/or info from Internet. - And then work towards gaining that knowledge. Please Enjoy!
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals To introduce the reader to the fundamental principles of management Aim of publication
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals After developing the KeyPoints outlined in this publication, you should mainly be able: ☺ define management and outline the planning process ☺ describe the kinds of organizational goals by level, area, and time frame ☺ explain organizing and organization structure ☺ detail job design and job specialization ☺ specify motivation and describe its importance in the workplace ☺ define and discuss reward systems ☺ identify four levels of control within an organization Learning Objectives
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals Management Fundamentals – Summary ☺ Organizations are groups of people working in a structured and coordinated fashion to achieve a set of goals. ☺ Organizations have set organizational with their purposes. ☺ Organizing involves making decisions about designing and grouping jobs. ☺ Motivation is an important factor in the workplace with effect on productivity. Thus, motivating employees is a challenging task for managers. ☺ Control is the regulation of organizational activities enabling a company to anticipate and adapt to change, cope with organizational complexity, prevent the accumulation of error, and minimize costs.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 1) The Management Process (Section 2) The Planning Process (Section 3) Organizing Jobs (Section 4) Motivating Employees (Section 5) The Nature and Management of Control Management Fundamentals - Sections list
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 1) The Management Process – Summary ☺ To outline the management process and to describe the importance and scope of management within a range of organizations ☺ After completing this section you should be able to: ☺ define management ☺ outline the basic functions of management ☺ outline the range of profit-seeking and not-for-profit organizations in which management is crucial
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 1) The Management Process – HighPoints ☺ The nature of management ☺ The basic functions of management ☺ The scope of management
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 1) HighPoints – The nature of management ☺ Organizations are groups of people working in a structured and coordinated fashion to achieve a set of goals ☺ Organizations use four types of resource: human, financial, physical, and information. ☺ Organizations should aim to be both efficient and effective
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 1) HighPoints – The basic functions of management ☺ Management is a set of activities (including planning and decision making, organizing, leading, and controlling). ☺ These activities are directed at an organization's resources (human, financial, physical, and information) in order to achieve organizational goals in an efficient and effective manner. ☺ The four basic functions of management are planning and decision making, organizing, leading, and controlling.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 1) HighPoints – The scope of management ☺ Managers work in a range of profit-seeking organizations, from large corporations and international organizations to start-ups and small companies. ☺ Management skills are also required in not-for- profit organizations, including government, health-care, educational, and non-traditional organizations.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 2) The Planning Process – Summary ☺ To explain the purposes of organizational goals. ☺ After completing this section you should be able to: ☺ outline the planning process ☺ explain purposes of organizational goals ☺ describe the kinds of organizational goals by level, area, and time frame ☺ identify who has responsibility for setting goals ☺ describe how multiple goals are managed through optimizing
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 2) The Planning Process – HighPoints ☺ Decision making ☺ Organizational goals ☺ Setting and managing goals
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 2) HighPoints – Decision making ☺ Decision making drives the planning process since the goals of an organization follow from decisions made by managers. ☺ Planning involves determining goals and defining the means of achieving them. ☺ Planning occurs in an environmental context, and understanding the environment is a first step in planning. ☺ All managers should be involved in setting goals, but the kind of goal that they set varies according to managerial level.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 2) HighPoints – Organizational goals ☺ Goals vary by level, area, and time frame. ☺ The four basic levels of goals are the mission statement and strategic, tactical, and operational goals.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 2) HighPoints – Setting and managing goals ☺ Four purposes of goals are to provide guidance, promote good planning, motivate employees, and provide an effective mechanism for evaluation and control. ☺ Optimizing is a way of balancing and reconciling possible conflicts between goals.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 3) Organizing Jobs – Summary ☺ To define the basic elements of organizations and to describe approaches to designing and grouping jobs ☺ After completing this section you should be able to: ☺ define organizing and organization structure ☺ list the basic building blocks managers can use in constructing an organization ☺ define job design and job specialization ☺ describe advantages and disadvantages of job specialization ☺ discuss alternatives to job specialization ☺ define departmentalization ☺ describe how jobs can be grouped ☺ understand how functional departmentalization works
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 3) Organizing Jobs – HighPoints ☺ Basic elements of organizing ☺ Designing jobs ☺ Grouping jobs ☺ Using functional departmentalization.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 3) HighPoints – Basic elements of organizing ☺ Organizing involves making decisions about how to group an organization's activities and resources. ☺ Organization structure refers to the set of processes that are used to create an organizational design.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 3) HighPoints – Designing jobs ☺ Managers can build an organization by designing jobs, grouping jobs, establishing reporting relationships, distributing authority, coordinating activities, and differentiating between jobs. ☺ Job design involves defining the specific parameters of a job.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 3) HighPoints – Grouping job ☺ Job specialization refers to the breakdown of the overall job of the organization into its component tasks and the assigning of these to suitably skilled employees. ☺ Job specialization has benefits and limitations. ☺ Alternatives to job specialization include job rotation, job enlargement, job enrichment, the job characteristics approach, and work teams.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 3) HighPoints –Using functional departmentalization ☺ Departmentalization entails grouping jobs together in a logical way. ☺ Departmentalization can be implemented according to four different schemes: functional, product, customer, and location. ☺ Functional departmentalization is grouping people according to the particular tasks they carry out for the organization. ☺ Product departmentalization is grouping people according to the product that they produce on behalf of the organization. ☺ Customer departmentalization is grouping people according to the type of customer they serve on behalf of the organization. ☺ Location departmentalization is grouping people according to the region they serve on behalf of the organization.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 4) Motivating Employees – Summary ☺ To explore historical and contemporary perspectives on motivating employees ☺ After completing this section you should be able to: ☺ define motivation and describe its importance in the workplace ☺ outline the historical perspectives on motivation ☺ describe content, process, and reinforcement perspectives on motivation ☺ outline emerging perspectives on motivation ☺ identify examples of different approaches to motivation ☺ define a reward system ☺ describe how an effective reward system is designed
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 4) Motivating Employees – HighPoints ☺ Define motivation ☺ Content, process and perspectives of motivation ☺ Different approaches to motivation ☺ Formulate an effective reward system
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 4) HighPoints – Define motivation ☺ Motivation is the set of personal forces that cause individuals to act in certain ways. ☺ Motivation is an important factor in the workplace - if employees are not motivated, or are motivated toward the wrong end, productivity will decline. ☺ Motivating employees is a challenging task for managers.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 4) HighPoints – Content, process and perspectives of motivation ☺ Historical perspectives on motivation include the traditional approach, the human relations approach, and the human resource approach. ☺ The content theories of motivation focus on what motivates people in the workplace. ☺ Two well-known content perspectives are the need hierarchy and the two-factor theory. ☺ The process perspective on motivation focuses on how employees choose to behave to fulfill their needs and how they evaluate the results of their behavior.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 4) HighPoints – Different approaches to motivation ☺ The main theories of the process perspective are the expectancy theory and the equity theory. ☺ The reinforcement perspective on motivation focuses on the role of rewards as they cause behavior to change or stay the same over time. ☺ Different types of reinforcement can be used in organizations: positive, avoidance, punishment, and extinction. ☺ Reinforcement can be given at fixed or variable time intervals. ☺ Two emerging perspectives on motivation are the goal-setting approach and the Japanese approach.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 4) HighPoints – Formulate an effective reward system ☺ An organization's reward system determines how an employee's performance is defined, assessed, and rewarded. ☺ An effective reward system meets the basic needs of the individual, compares favorably with those of other organizations, and is equitable. ☺ An effective reward system also recognizes that different people have different needs and choose different paths to satisfy those needs. ☺ A strategy for increasing motivation is the use of behavior modification, which applies the ideas of reinforcement theory in organizational settings. ☺ Using a modified workweek can increase motivation by allowing individuals to fulfill several needs at once.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 5) The Nature and Management of Control – Summary ☺ To describe the nature of control and discuss how control is managed in organizations. ☺ After completing this unit you should be able to: ☺ define control and discuss its functions ☺ describe the main areas of control and identify who is responsible for managing control systems ☺ identify four levels of control within an organization ☺ describe the steps in the control process ☺ define a control standard and characteristics of effective control ☺ discuss the reasons for resistance to control ☺ describe how managers can overcome resistance to control
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 5) The Nature and Management of Control – HighPoints ☺ The nature of control ☺ The steps in the control process ☺ Managing control
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 5) HighPoints – The nature of control ☺ Control is the regulation of organizational activities in order to keep performance within acceptable limits. ☺ Control enables a company to anticipate and adapt to change, cope with organizational complexity, prevent the accumulation of error, and minimize costs. ☺ The main areas of control are the company's physical, human, financial, and information resources. ☺ In large organizations, a controller might be hired to assist managers with controlling activities. ☺ The levels of control within an organization are operations, financial, structural, and strategic.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 5) HighPoints – The steps in the control process ☺ The steps of the control process are to establish a set of control standards, measure performance, compare standards with performance, and take corrective action. ☺ A control standard is a target against which subsequent performance will be compared. ☺ For control to be effective it must be integrated into the planning process, flexible enough to accommodate change, and based on information that is accurate, timely, and impartial.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals (Section 5) HighPoints – Managing control ☺ Employees resist control systems that overcontrol, are too narrowly focused, reward inefficiency, or place too great an emphasis on accountability. ☺ Managers can overcome resistance to control by encouraging employees to participate in setting control standards and by developing verification procedures that provide protection for employees.
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals Management Fundamentals – Conclusion ☺ At this point you should be able to be familiar with the following: • The nature of management • The basic functions of management • The scope of management • Decision making • Organizational goals and its management • Basic elements of organizing • Designing and grouping jobs • Using functional departmentalization. • Define motivation, its contents, process and perspectives • Formulate an effective reward system • The nature of control and steps in the control process; and managing control
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals
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Copyright 1994-2012 © OxfordCambridge.OrgManagement Fundamentals
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