[MPP] 01 Management

• According to Harold Koontz, management is an art of getting things done through and with the people in formally organized groups.
• F.W. Taylor said management is an art of knowing what to do, when to do, and see that it is done in the best and cheapest way.
• principles of management is the means by which you actually manage, get things done through others -- individually, in groups, or in organizations
• the four functions of management are operations of basic elements to sought objectives of the enterprise
• there are four functions of manage these are: 1. planning, 2. organizing, 3. leading, 4. controlling
• Some of the early principles of management are created by Henri Fayol. There are 14 principles on his design. These are: 1. Division, 2. Authority, 3. Discipline, 4. Unity of command, 5. Unity of direction, 6. Subordination of individual interest, 7. Remuneration, 8. Centralization, 9. Scalar chain (line of authority), 10. Order, 11. Equity, 12. Stability of tenure, 13. Initiative, 14. Esprit de Corps
• Frederick W. Taylor is the father of scientific management
• scientific management is a type of management which is characterized and guided by the use of scientific approaches to the solution of managerial problems in business and industry
• time and motion study is developed by Frank Gilbreth and Lilian Gilbreth
• time study is the analysis and determination of the time necessary to perform a given task
• motion study is the science of eliminating wastefulness resulting for using unnecessary, ill-directed and inefficient motions
• therbligs are elemental motions used in the study of workplace motion economy.
• Peter Drucker addressed topics like management of professionals, the discipline of entrepreneurship and innovation, and how people make decisions (1969)
• Tom Peters and Robert Waterman ushered a business revolution by changing the way managers viewed their relationships with employees and customers (1982)
• The 9 principles of management by Peters & Waterman: 1. Managing ambiguity and paradox, 2. Bias for action, 3. Close to the customer, 4. Autonomy and entrepreneurship, 5. Productivity, 6. Value driven, 7. Stick to the knitting, 8. Simple form, 9. Simultaneous loose-tight properties
• level of management refers to the categories or layers of managerial positions in the organization
• the top level are the executive coach, manages change, leaders, delegation of task and empowerment
• the middle level are the problem solvers, team building, talent development, performance management, etc.
• the low level are emotionally intelligent, are being coached for performance, etc.
• top managers are responsible for developing the organization's strategy and being a steward for its vision and mission
• functional managers are responsible for the efficiency and effectiveness of an area
• supervisory or team managers are responsible for coordinating a subgroup of a particular function or a team composed of a member from different parts of the organization
• line manager leads a function that contributes directly to the products or services the organization creates
• staff manager leads a function that creates indirect inputs
• project manager has the responsibility for the planning, execution, and closing of any project
• general manager is someone who is responsible for managing a clearly identifiable revenue-producing unit