What is management?
Management is the coordination of efforts of people to accomplish goals and objectives, efficiently and effectively using available resources.
What are the 5 management functions according to Henri Fayol?
- Planning and forecasting
- Organising
- Commanding
- Coordinating
- Controlling
Management function:
Planning and forecasting
Involves the process of defining goals, establishing strategies for achieving these goals, forecasting results and developing plans to integrate and coordinate activities.
Management function:
Organising
Managers are responsible for arranging work to accomplish the organisation’s goals
Management function:
Commanding
Once tasks are set out and organised, staff then need to be told what those tasks are and when they have to do them.
Sometimes also called communicating
Management function:
Coordinating
The activities of all staff need to be coordinated to ensure everyone is working well together and toward the same objectives. Coordination is particularly relevant in team working.
Management function:
Controlling
This involves monitoring actual performance, comparing actual to standard and taking action.
What are the three groups roles are split into according to Henry Mintzberg?
- Interpersonal
- Informational
- Decisional
Henry Mintzberg’s management roles
What are the 3 management roles under Interpersonal?
Figurehead - taking social, legal and ceremonial responsibility for what’s going on.
Leader - leading the staff, department or organisation working under them.
Liasion - Making and maintaining relationships with contacts inside and outside of the organisational hierarchy.
Henry Mintzberg’s management roles
What are the 3 management roles under Informational?
Monitor - collecting information for better understanding.
Disseminator - distributing information to those who need it.
Spokesperson - Communicating information.
Henry Mintzberg’s management roles
What are the 4 management roles under Decisional?
Entrepreneur - identifying opportunities or problem areas for improvement.
Disturbance handler - handling external pressures that the department has no control over.
Resource allocator - deciding what to prioritise
Negotiator - representing the business and its interests when negotiating with others.
What is leadership?
Leadership is the social influence where one person can enlist the aid and support of others in the accomplishment of a common task. It’s about inspiring people and the creation of the vision that motivates
What are Fayol’s 14 principles for successful management within organisations
- Division of work
- Authority and responsibility
- Leadership
- Unity of direction
- Unity of command
- Remuneration
- Centralisation
- Scalar chain
- Order
- Equity
- Subordination of individual interests
- Stability of tenure of personnel
- Initiative
- Esprit de corps (group spirit)
French and Raven: Sources of Power
5 sources
Coercive
Reward
Expert
Referent
Legitimate
French & Raven’s five bases of power:
Legitimate Power
Comes from a person’s role position or title.
French & Raven’s five bases of power:
Referent Power
Personal charisma and a strong, motivating personality.
Inspiring people through the power of who they are.
French & Raven’s five bases of power:
Expert Power
Expert power is the ability to influence through superior knowledge and expertise.
French & Raven’s five bases of power:
Reward Power
The ability to influence pay and promotion gives individuals the power to exert influence.
French & Raven’s five bases of power:
Coercive Power
Coercive power can come though physical threat or presence.
The Three Types of Legitimate Rule
Three ideal types of authority
- Charismatic authority
- Traditional authority
- Rational-legal authority
4 methods of delegating
- Consultation
- Explanation
- Custom and practice
- Abdication
According to Koontz and O’Donnell, what must managers do when delegating?
- Define the limits of the authority
- Ensure the subordinate is competent enough
- Allow the subordinate to exercise the authority
What are the 4 common trait theories?
- Intelligence
- Initiative
- Self-assurance
- The helicopter factor
What’s the difference between McGregor’s Theory X and Theory Y managers?
Theory X managers make assumptions about employees:
They must be supervised
Respect authority
Money is the only motivator
Workers don’t want to be involved
Workers wish to remain faceless
Workers have little ambition
Theory X managers are likely to be autocratic managers who are task setters, controlling and dictating operations.
Theory Y managers believe:
Employees seek more than financial satisfaction from their jobs
Are ambitious and willing to be trained, they want to contribute.
Are more efficient if given autonomy
Want to contribute
Theory Y managers are likely to create an open structure.
