principles of management

• Planning is the process of setting goals and determining the best way to achieve them.
• Leading refers to influencing others to follow your direction and motivating them to perform their tasks effectively.
• Organizing involves grouping people, resources, and activities into units or departments that work together towards common objectives.
• Controlling involves monitoring performance against established standards and taking corrective action when necessary.
• The four functions of management include planning, organizing, leading, and controlling.
• Directing involves communicating expectations clearly and providing guidance and feedback to ensure effective execution of tasks.
• Staffing includes recruiting, selecting, training, developing, appraising, promoting, compensating, and terminating employees.
• Management is defined as the art of getting things done through other people.
• Human Resource Management (HRM) focuses on managing human capital as an organization's most valuable asset.
• Staffing involves recruiting, selecting, training, developing, and retaining employees with the right skills and knowledge to meet organizational needs.
• Planning is the process of setting goals, defining strategies, and determining actions needed to achieve desired outcomes.
• Theory Y assumes that people have an innate desire to work, will exercise self-control and accept responsibility if they know what is expected of them, and want achievement, recognition, growth, and advancement.
• Theory X assumes that people are inherently lazy, dislike work, need to be coerced or threatened with punishment to get them to work.
• Controlling ensures that plans are being executed as intended by monitoring performance against established standards and taking corrective action when necessary.
• Delegation involves assigning responsibilities and authority to subordinates while maintaining accountability and control over outcomes.
• There are different types of managers based on their level within an organization.
• Managers must be able to think critically, analyze information, make decisions, communicate effectively, lead teams, manage time efficiently, and handle conflicts.
• Organizational Behavior (OB) studies how individuals behave within organizations and how they interact with others.
• Leadership is the ability to influence others towards achieving common objectives.
• Effective leadership requires understanding followers, building trust, providing direction, aligning activities, motivating and inspiring, and empowering subordinates.
• Culture can influence employee behavior, decision making, communication patterns, leadership styles, and overall performance.
• Culture is a complex whole that includes knowledge, beliefs, arts, morals, law, customs, and other capabilities and habits acquired by humans as members of society.
• Countries that are known for their high level of work ethos, such as Japan or Germany face the situation, where traditional patterns are being broken as a result of the labor force getting increasingly younger, the rise in the level of wealth and the spreading of consumerism.
• Organizational culture is the collective programming of the mind that distinguishes the members of one group or category of people from others.
• Organizational culture is a pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, a product of joint learning.
• Organizational culture serves as "glue" that holds an organization together and provides directions.
• Culture is an ecosystem, living and changing, and is a shadow of the leader.
• Critics of the iceberg metaphor argue that it is too simplistic and does not reflect the complexity of culture.
• The cultural pyramid includes artifacts, norms and values, and cultural assumptions.
• Artifacts in culture include all the manufactured articles of a given culture and these constitute the element that stands out the most.
• Norms and values are the beliefs, standards, and expectations of a given community.
• Cultural assumptions are the fundaments that the entire organizational culture is based on and refer to the human nature, interpersonal relations, the nature of the organization, its environment and the relations of the organization with its environment.
• The culture web enables rapid and efficient communication, standardizes behaviors, increases predictability and replaces control, unifies interpretation and evaluation of reality, creates common aspirations, goals, hopes and fears, and is subject to the process of being entrenched in the psyche of the organizational members.
• Acculturation or socialization involves instilling culture in an individual through a group, often done by means of a reward and punishment system.
• The mobile phone industry has drastically changed the relations of customers with fixed-line operators, forcing them to a greater flexibility and adjusting their offer to the diversified needs of the customers.
• The organizational culture transforms under the influence of changes of the broader social structure in which an organization functions.
• Technological change often brings about cultural changes.
• Rewards and punishments are influenced by the competitive environment, which can be affected by the actions of competitors.
• Accreditation systems in business schools enforce cultural changes that entail involving business and international partners in the decision-making processes.
• Internationalization is an important source of cultural changes in organizations as they demonstrate a natural tendency to imitate those that are the most successful.