Chapter 1: Leading Edge Management

• Management - attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources.
• Effective manager - an enabler who helps people do and be their best.
• Today's best managers are "future-facing."
• Bosslessness - organization design turns management authority and responsibility over to employees.
• The Process of Management - Planning, Organizing, Leading, Controlling
• Planning - select goals and ways to attain them.
• Organizing - assign responsibility for task accomplishment
• Leading - use influence to motivate employees
• Controlling - monitor activities and make corrections
• Organization - social entity that is goal directed and deliberately structured.
• Organizational effectiveness - degree to which the organization achieves a stated goal
• Organizational efficiency - refers to the amount of resources used to achieve an organizational goal
• High performance - attainment of organizational goals by using resourfes in an efficient and effective manner
• 3 Category of Management Skills

  1. Technical
  2. Human
  3. Conceptual
• Time management - using techniques that enable you to get more done in less time and with better results, be more relaxed, and have more time to enjoy your work and your life
• Role - set of expectations for a manager's behavior
• 3 Categories of Management Roles

  1. Informational
  2. Interpersonal
  3. Decisional
• Management roles accomplish four functions:

  1. Planning
  2. Organizing
  3. Leading
  4. Controlling
• Informational - the manager roles are monitor, disseminator, spokesperson
• Interpersonal - the manager roles are Figurehead, Leader, Liaison
• Decisional - the manager roles are Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator
• Monitor - seek and receice information: scan Web, periodicals, reports; maintain personal contacts
• Disseminator: Forward information to other organization members; send memos and reports, make phone calls
• Spokesperson - transmit information to outsiders through speeches, reports
• Figurehead - perform ceremonial and symbolic duties such as greeting visitors, signing legal documents
• Leader - direct and motivate subordinates; train, counsel, and communicate with subordinates
• Liaison - maintain informaation links inside and outside the organization; use email, phone, meetings
• Entrepreneur - initiate improvement projects; identify new ideas, delegate idea responsibility to others
• Disturbance Handler - take corrective action during conflicts of crises; resolve disputes among subordinates.
• Resource allocator - decide who gets resources; schedule, budget, set priorities
• Negotiator - represent team or department's interests; represent department during negotiation of budgets, union contracts, purchases
• Nonprofit Organization - they generate social impact rather than profits which makes them different from other businesses
• Factors which affect management practices and perspectives:

  1. Social forces
  2. Political forces
  3. Economic forces
• Classical Perspective - emerged during the nineteenth and early twentieth centuries during the rise of the factory system
• Four subfields of Classical Perspectives

  1. Scientific management
  2. Bureaucratic organizations
  3. Administrative principles
  4. Management science
• Frederick Winslow Taylor - he proposed that workers could be retooled like machines.
• Henry Gantt - he developed the Gantt chart, a bar graph that measures planned and completed work
• Gilbreths - pioneered time and motion studies to promote efficiency.
• Scientific management - developed standard method for performing each job
• Scientific management - tended to regard workers as uninformed and ignored their ideas and suggestions