Orgman 3rd quarter

• Management


  The process of coordinating and overseeing the work performance of individuals working together in organizations so that they could efficiently accomplish chosen aims or goals
• Management Theories


  Managers maintain an approach or set of principles which he uses as a guide in his day to day decisions and strategies
• Scientific Management Theory (Taylorism)


  • Helps to improve an organization's level of task completion through scientific, engineering, and mathematical analysis
  • Its main objective is improving economic efficiency, especially labor productivity
• Scientific Management Theory (Taylorism)


  • McDonald's institute bonus systems to encourage the employees to perform well to meet goals
• General Administrative Theory


  • Attempts to find a rational way to design an organization as a whole
  • Calls for a formalized administrative structure, a clear division of labor, and delegation of power and authority to administrators relevant to their areas of responsibilities
• General Administrative Theory


  • Apple Inc. is experiencing a problem with their products. Their solution is to divide labor. Divide into specialized teams, from hardware to software
• Total Quality Management (TQM)


  • Continual process of detecting and reducing or eliminating errors in manufacturing
  • Improves customer experience and ensures that employees are up to speed with training
• Total Quality Management (TQM)


  • When Toyota implemented the Kanban System to make its assembly line more efficient. They decided to keep just enough inventories to fulfill customer orders as they were generated. This emphasizes continuous improvement, waste reduction, and employee empowerment
• Organizational Behavior (OB) Approach


  • The study of human behavior within an organizational environment
  • Asks questions about why humans behave the way they do in working environments
• Organizational Behavior (OB) Approach


  • An employee suggesting something during a meeting, then being told by one of the higher-ups, "That's never going to work." We are learning organizational culture through observing the consequences of the actions of those around us rather than from our own experience. Positive behavior is implied
• Manager


  The person who is responsible for the overall operation of the organization as well as the people and all the resources within his/her control to ensure that every element is working together towards its goals and objectives
• Managerial Levels


  • Lower-Level Managers/Frontline
  • Middle-Level Managers
  • Top-Level Managers
• Lower-Level Managers/Frontline


  • Responsible for the day-to-day operations
  • Reports to middle-level manager
  • Serves as a bridge between management and non-management employees
• Middle-Level Managers


  • Accountable to the top level managers for the activities of their departments
  • More aware of the company's problem than the top-level managers because they have close contacts with the frontline managers, customers, and other subordinates
• Top-Level Managers


  • They set goals, handle external affairs, and make strategic plans and crucial decisions
  • Accountable to the shareholders for operating the business
  • Have authority over the organization's other human resources
• Managerial Roles


  • Interpersonal
  • Informational
  • Decisional or Decision-Making
• Interpersonal Roles


  • Figure Head: Stands as a source of inspiration and a symbol of legal authority to his employees and performs social, ceremonial duties like signing of documents and receiving visitors
  • Leader: Hires, trains, and motivates his personnel and he also communicates performance goals and evaluates the performance of the employees
  • Liaison: Interacts and communicates with internal and external members of the organization and this networking activity is critical in realizing the organizational goals especially concerning with the customers
• Informational Roles


  • Monitor: The receiver and collector of useful information that can be obtained through meetings, conversations and documentations to keep abreast of the current and industry standards as well as the changes in both internal and external business environments
  • Disseminator: Takes and distributes information to the appropriate individuals or subordinates regularly
  • Spokesperson: Transmits information about the organization to outside parties or individuals
• Decisional or Decision-Making Roles


  • Entrepreneur: Designs and initiates change within the organization and usually involves improvement that will contribute in the achievement of future goals
  • Mediator/Problem Solver: Handles and resolves conflicts among employees, difficult problems and non-routine situations like strikes
  • Resource Allocator: Decides on how to allocate or distribute the resources and with whom to work closely to attain desired outcomes
• Disseminator


  Takes and distributes information to the appropriate individuals or subordinates regularly
• Spokesperson


  Transmits information about the organization to outside parties or individuals
• Decisional or Decision-Making Role


  • Entails processing and using of information to make decisions in order for the managers to get things done
• Types of Decisional Roles

  • Entrepreneur
  • Mediator/Problem Solver
  • Resource Allocator
  • Negotiator
• Entrepreneur


  Designs and initiates change within the organization and usually involves improvement that will contribute in the achievement of future goals
• Mediator/Problem Solver


  Handles and resolves conflicts among employees, difficult problems and non-routine situations like strikes. Responsible for the problems arising internally and externally
• Resource Allocator


  Decides on how to allocate or distribute the resources and with whom to work closely to attain desired outcomes. Decides which department they are going to give resources to
• Negotiator


  Represents a team or departments when negotiating an issue with the suppliers, individual employees, unions, customers, the government and outside parties. Usually negotiate on budgeting and purchases. Limited to decisions only
• Since managers have varied nature of activities to perform, it is to be expected that they would need equally varied capabilities and skills
• Technical Skills


  Knowledge and proficiency in activities involving methods, know-how, procedures and processes. Involves working with tools and specific techniques to achieve desired results
• Human or Interpersonal Skills


  Ability to work with people. A cooperative effort. The need to be skilled in human relations and the creation of work environment in which people feel secured and free to express their opinions
• Conceptual Skills


  Ability to see the overall picture, to identify important elements in situation, and to understand the relationships among the elements
• Environmental forces are factors that affect the operation of the business be it internal factors (within the business) or external factors (outside forces)
• International Business


  Business activities carried outside the country
• Domestic/Local Business


  A business operating in their own country and are affected by the economic, legal and cultural factors specific to that domestic environment or nation
• When a business activity is performed in an international level, this can be termed as international business. The functions, techniques and processes are just the same with the domestic or local business. The only difference is that in International business, activities are carried outside the country
• Aspects of International Business Environment

  • Social
  • Political
  • Economical
  • Regulatory
  • Tax
  • Cultural
  • Legal
  • Technology
• Aspects of Domestic Business Environment

  • Economical
  • Cultural
  • Legal
• Internal Environmental Factors


  • Value System
  • Missions and Objectives
  • Financial Factors
  • Internal Relationship
• Value System


  Denotes the culture and norms of the business. The regulatory framework of a business which every employee must abide and act within the context
• Missions and Objectives


  Different priorities, policies, and philosophies of business are guided by the mission and vision of a business