...management, and these make up a man management theory jungle. We will first focus on the emergence of management thought, who have made significant contribution in the evaluation of management thought, major contribution are noted. Definition of Management: Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims (Koontz and Weihrich 1990, p. 4). In its expanded form, this basic definition means several things. First, as managers, people carry out the managerial functions of planning, organizing, staffing, leading, and controlling. Second, management applies to any kind of organization. Third, management applies to managers at all organizational levels. Fourth, the aim of all managers is the same – to create surplus. Finally, managing is concerned with productivity – this implies...
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...elcome to the evolving world of organizational behaviour! Social networks and virtual teams are replacing committee meetings. Knowledge is replacing infrastructure. Values and self-leadership are replacing command-and-control management. Companies are looking for employees with emotional intelligence and team competencies, not just technical smarts. Diversity and globalization have become challenges as well as competitive opportunities for organizations. Co-workers aren’t down the hall; they’re at the other end of an Internet connection located somewhere else on the planet. Canadian Organizational Behaviour, Seventh Edition is written in the context of these emerging workplace realities. This edition explains how emotions guide employee motivation, attitudes, and decisions; how values have become important for guiding workplace behaviour; how self-concept influences employee motivation, team cohesion, leadership, and behaviour; and how appreciative inquiry has become an important strategy for changing organizations. This book also presents the new reality that organizational behaviour is not just for managers; it is relevant and useful to anyone who works in and around organizations. Canadian and Global orientation Canadian Organizational Behaviour, Seventh Edition is written by Canadians for Canadians. It includes several Canadian cases, is anchored by Canadian and global scholarship, and is filled with Canadian examples of organizational behaviour in practice. For example, you...
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...Management is studied in business academics since earlier times and it is considered as an integral part to understand business operations. People have been changing and redesigning organizations for centuries. Though the 20th century is noticeable in history as an 'Era of scientific management', still it does not indicate that management tactics were not used in yester years. Many studies indicated that Management theory evolved with "scientific" and "bureaucratic" management that used measurement, procedures and routines as the basis for operations. Firms developed hierarchies to apply standardized rules to the place of work and penalized labour for violating rules. With the "human relations" movement, companies emphasized individual workers. Modern management theories, including system theory, contingency theory and chaos theory, focus on the whole organization, with employees as a key part of the system. The evaluation of management theory can be categorized in to different parts: * Pre-Scientific Management Era (before 1880), * Classical management approach Era (1880-1930), * Neo-classical Management Era (1930-1950), * Modern Management era (1950-on word). Classical Management approach includes Scientific Management, Administration Management, and Bureaucracy Management, human relation. Neo- classical Management includes Human relation and Behavioural Management. Modern Management includes Quantitative Management, System Management Approach, and Contingency...
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...Fundamental Concepts of Organizational Behavior In every field of social science, or even physical science, has a philosophical foundation of basic concepts that guide its development. There are some certain philosophical concepts in organizational behavior also. The concepts are- Individual differences: Every individual in the world is different from others. This idea is supported by science. Each person is different from all others, probably in million ways, just as each persons DNA profile is different. The idea of individual difference comes originally from psychology. From the day of birth, each person is unique, and individual experiences after birth tend to make people even more different. Perception: Peoples perceptions are also differ when they see an object. Two people can differently present a same object. And this is occurring for their experiences. A person always organizes and interprets what he sees according to his lifetime of experience and accumulated value. Employees also see work differently for differ in their personalities, needs, demographics factors, past experiences and social surrounding. A whole person: An employee's personal life is not detached from his working life. As an example, A women who attend the office at 8:30 AM is always anxious for her children's school time (if her children able to attend the school or not). As a result, its impact falls on her concentration that means her working life. For this reason, we cannot separate it...
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...industrialist proposed that all managers perform five management activities: plan, organize, command, coordinate, and control. Now they are evolved to four functions: 1. Planning Planning is a primary management function because it establishes the basis for all other things managers do as they lead, organize and control. Planning includes * defining goals * establishing strategy, and * developing plans to integrate and coordinate the required activities 2. Organizing Organizing is the management function that creates the organization’s structure. This process involves making decisions about * how specialized jobs should be, * the rules to guide employees’ behaviours, and * at what level decisions are to be made 3. Leading According to this management function it’s part of a manager’s job to direct and coordinate the work activities of people. Leading includes * motivating employees * directing the activities of others, * selecting the most effective communication channel and * resolving conflicts among members 4. Controlling This fourth and last management function involves monitoring activities * to ensure that they’re being accomplished as planned and * correcting any significant deviations Q2. Briefly list and describe the skills required by managers. According to the Robert L. Katz a management researcher, managers must possess and use four critical management skills. 1. Conceptual Skills These are the...
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...3 Managerial Roles …………………………………………………………………………….4 Importance of Management to an Organization …………………………………………..…7 Conclusion ……………………………………………………………………………………8 REFERENCES ………………………………………………………………………………9 ROLES AND IMPORTANCE OF MANAGEMENT AS A RESOURCE TO AN ORGANIZATION 1. INTRODUCTION Management is a necessary evil of any business. It provides the leadership and administration that will ensure that the organization runs the way that it should. According to the online business dictionary (2011), management is defined as the organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives. It is the process of using organizational resources to achieve organizational objectives through planning, organizing and staffing, leading, and controlling. Management is an essential factor of production along with machines, materials, and money. As a discipline, management consists of the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing an organization's resources to achieve the policy's objectives. Management can also imply the directors and managers who have the power and responsibility to make decisions to manage an enterprise. According to Henry Mintzberg (2009: p9-12) management is a science, art and a craft. To explain this he states that it is: 1) a...
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...“Management is about arranging and telling. Leadership is about nurturing and enhancing.” The management role is ‘getting things done by other people’ (Parker Follet, 1941) So management can be described as ‘the process of optimizing human, material and financial contributions or the achievement of organizational goals’. (Pearce and Robinson, 1989) At first glance a manager’s role is to organise, supervise and control people so that there is a productive outcome to work. The managers role is not the same as that of a supervisor although it may include supervision, it is not the same as monitoring or recording although it may also include these functions, it is a wider and deeper, more creative and innovative role. The idea of ‘getting things done by other people emphasises the fact that mangers achieve organizational objectives by arranging for other people to perform whatever task is required and do not necessarily carry out the tsk themselves.. A more modern dynamic view of management would suggest that it should be based on innovation and on satisfying the customer. The emphasis is not on running the organization, although it remains an essential part of the management role, so much as on planning developing and changing it. (Hannagan, 2008) Models identify the key variables, suggest possible relationships and predict the possible outcomes of change. The more accurately the model represents the reality it is describing, the more useful it will be. Models represent...
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...of Motivation Realizing people’s senses, attitudes, motivations and behaviours is very significant for reaching managerial and organisational impressiveness. To understand perfect out of people in work ambiences, managers ceaselessly need background information about the behaviour of persons and teams in organisations; they besides need to be awake of the organisational and environmental changeable that could potentially impact human behaviour. They need to get, wait, change and develop behaviours that are organizationally expressive and related. The improvement of people, by way of their motivation and loyalty, and specific behaviour against the aims and objectives of the organisation, remain the just very significant element in making organisations better and impressive. We can see the differences between people’s sedulities in their job, some of them like their job and they work hard. They are also very glad of the organizations of their work. On the other side, some people do not like their job and they try to avoid their work area. To others also if they have opportunity to leave the organisations, they would probably use this opportunity. Some attitudes and behaviours are common for all. They have a straight channel with the problem of motivation in work place. Manager’s requisite to handling experienced background information of people’s motivation to affect human behaviour in the correct way. Managers are all the time awaited to get higher standards...
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...Chapter two The Evolution of Management Theory Learning Objectives 1. Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory. 2. Explain the principle of job specialization and division of labour, and tell why the study of person–task relationships is central to the pursuit of increased efficiency. 3. Identify the principles of administration and organization that underlie effective organizations. 4. Trace the changes that have occurred in theories about how managers should behave in order to motivate and control employees. 5. Explain the contributions of management science to the efficient use of organizational resources. 6. Explain why the study of the external environment and its impact on an organization has become a central issue in management thought. A Case in Contrast Changing Ways of Making Cars Car production has changed dramatically over the years as managers have applied different views or philosophies of management to organize and control work activities. Prior to 1900, workers worked in small groups, cooperating to hand-build cars with parts that often had to be altered and modified to fit together. This system, a type of small-batch production, was very expensive; assembling just one car took considerable time and effort; and workers could produce only a few cars in a day. To reduce costs and sell more cars, managers of early car companies needed better techniques to increase efficiency. Henry...
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...however, that may increase an employee’s acceptance of the appraisal process, and the intention to improve performance in the future. Objectives This learning activity will show you how to conduct an appraisal interview more effectively and equitably. Procedure note This exercise will involve you pairing up with another student and appraising each other’s work, using the sample Appraisal Interview Guide (Exhibit 1) provided or it may involve role-playing the characters in the case study, ‘City Bank appraisal interview of customer service representative’. For the case study, divide the class into groups. Each group has (1) a City Bank manager (conducting the appraisal interview), (2) a City Bank customer service representative, the employee and (3) two observers of the interview. Analysis and feedback following appraisal interview: 1. Observers give feedback using Observer’s guide, Exhibit 2. 2. Tutor then opens feedback discussion. © John Bratton and Jeff Gold 2003 & 2007 1 APPRAISAL INTERVIEW Case Study: City Bank appraisal interview of customer service representative Manager’s brief You are Jennie Anderson, manager at City Bank, and you are planning to conduct the annual performance appraisal of one of your team members Andrew/Amy Enns. He/she has been with the bank for five years and has performed above expectations in all areas of his/her work. However, this year you have had reports of several incidents when he/she expressed minimum amounts of sensitivity towards customers...
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...reinforcement of desired behaviour every time the undesired behaviour is demonstrated. It is the simplest schedule. For example, whenever the worker is late, he/she will get a 1% deduction of pay. Intermittent Reinforcement is the reinforcement of desired behaviour when undesirable behaviours are demonstrated after a stipulated number of responses or timeframe set by reinforcer but not at every instance. There are four types of intermittent reinforcement: Fixed Interval reinforcement is received after a set amount of time, regardless of number of responses during that time. For example, a worker gets its pay every last Friday of the month. Fixed ratio interval is reinforcement occurs after a set number of responses, predictable. For example, whenever a worker makes 3 sales, he gets 20% commission. Variable interval is reinforcing someone after a variable amount of time is the final schedule. For example, A boss do not do check on the worker periodically, hence the worker does not know when the next ‘check-up’ might come, he have to be working hard at all times in order to be ready. Variable ratio interval is reinforcement based on number of responses; however it is unpredictable how many responses are needed to get the reinforcement. For example, fishing, you may catch a fish every time you cast out your line, or you may catch a fish after one cast, then after 5 more, then after 2 more, then after 6 more etc. (Fast to very slow extinction of behaviour) Stress Stress is a...
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...is the key for successful company and that can be achieve by understanding individual differences. Behaviours, values, personalities, and attitudes are different for each person. Considering these diverse traits lead the employees to the most appropriate in achieving organization. Since individuals are different, it is accepted that each employee behave in different ways. The key for companies is meeting individual diversity as a real opportunity and moving it into an advantage. There are three main important individual differences that organisations should focus on, values, personality and attitudes. Values: According to Howard (1988), values are the basic structures of culture. However, values can be applied in management to develop relationships with people. Values can be defined as the beliefs of individual or a group which they have an emotional investment (clegg S. et.al, 2011). Schwartz (1992) describes some values as ‘trans-situational’. These values in one’s life without considering the situation in which you find yourself, they do not change and stay with you. Schwartz (1992; 1996) defines ten important values which are: achievement, benevolence, conformity, hedonism, power, security, self-direction, stimulation, tradition, and universalism. Personality: Psychologists have defined personality as a combination of stable characteristics which clarify the behaviour...
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...project scope. The control measures give the project team valuable feedback on how they are doing. Just as feedback is a critical component in good communication, feedback is also a key factor in developing management controls. Measurement controls can be set up in virtually any area of an organization. One area that most people have experience with is the annual performance appraisal. An employee’s direct manager has traditionally conducted performance appraisals. Some companies are now successfully implementing a 360-degree feedback process, which involves other employees in the performance appraisal. Why is Control important? Control is important because it is the final link in the four management functions. It is the only way manager’s now, if there...
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...Unit 4003 INTRODUCING ORGANISATIONAL CULTURE, VALUES AND BEHAVIOUR 1.1. Determine a framework for analysing organisational culture. The contemporary definition of organizational culture includes what is valued, the dominant leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. Organisational Culture represents the values, underlying assumptions, expectations, collective memories, and definitions present in an organization (Schein, 1992; Cameron & Quinn, 1999). Cameron and Quinn (1999) have developed an organizational culture framework built upon a theoretical model called the "Competing Values Framework." This framework refers to whether an organization has a predominant internal or external focus and whether it strives for flexibility and individuality or stability and control. The framework is also based on six organizational culture dimensions and four dominant culture types (i.e., clan, adhocracy, market, and hierarchy). In addition the framework authors generated an "Organizational Culture Assessment Instrument (OCAI)" which is used to identify the organizational culture profile based on the core values, assumptions, interpretations, and approaches that characterize organizations (Cameron & Quinn, 1999). The central issue associated with organizational culture is its linkage with organizational performance. Connections between OC and performance have been established....
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...Describe the management process. Explain how managers use their roles and skills to carry out their management functions? * Describe the basic management process * Discuss manager roles and skills used in performing management functions * Use an organisation to provide examples for your discussion beginning to end. Management is the process of reaching organizational goals by working with and through people and other organizational resources. It is a process or series of continuing and related activities, involves and concentrates on reaching organizational goals and it reaches these goals by working with and through people and other organizational resources. The key managerial functions are planning, organizing, leading and controlling and are all crucial to the success of any manager. Managers exist in every business. In fact, managers do the same types of tasks in all businesses. Whether a person manages a hair salon or a factory, the manager’s job consists of similar tasks. Planning, organizing, leading and controlling all serve an important part in achieving management’s vision. Each component is important and one cannot function well without the others. Planning is preparing a sequence of action steps to achieve some specific goal. It is usually short term and stresses on the formulation of functional plans such as day-to-day operation plans. It is foreseeing future circumstances and requirements. Planning involves defining organization goals, establish...
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