Organization and Management
Supplemental Notes
Managerial Skills
Conceptual Skills
● Ability to use information to solve business problems
● Identification of opportunities for Innovation
● Recognizing problem areas and implementing solutions
● Selecting critical information from masses of data
● Understanding of organizational business model
● Understanding of business uses of technology
Communication skills
● Ability to transform ideas into words and actions
● Credibility among colleagues, peers , and subordinates
● Listening and asking questions
● Presentation skills; spoken format
● Presentation skills; written and/or graphic formats
Effectiveness Skills
● Contributing to corporate mission/departmental objectives
● Customer focus
● Multitasking: working at multiple tasks in parallel
● Negotiating skills
● Project management
● Reviewing operations and implementing improvements
● Setting and maintaining performance standards internally and externally
● Setting priorities for attention and activity
● Time management
Interpersonal Skills
● Coaching and mentoring skills
● Diversity skills : working with diverse people and cultures
● Networking within the organization
● Networking outside the organization
● Working in teams; cooperation and commitment
The Changing Organization
Traditional organization New Organization
, ● Stable Dynamic
● Inflexible Flexible
● Job-focused Skills-focused
● Work is defined by job positions Work is defined in terms of tasks to be done
● Individual-oriented Team-oriented
● Permanent jobs Temporary jobs
● Command-oriented Involvement-Oriented
● Managers always make decisions Employees participate in decision making
● Rule-oriented Customer-oriented
● Relatively homogenous workforce Diverse workforce
● Workdays defined as 9 to 5 Workdays have no time boundaries
● Hierarchical relationships Lateral and networked relationships
● Work at organizational facility during specific hours Work anywhere, anytime
Rewards and Challenges of Being a Manager
Rewards Challenges
● Create a work environment in which organizational Do hard work
Members can work to the best of their ability Have to deal with a variety of personalities
● Have opportunities to think creatively and Often have to make do with limited resources
use imagination Motivate workers in chaotic and uncertain situations
● Help others find meaning and fulfillment in work Successfully blend knowledge, skills, ambitions and experiences
● Support, coach, and nurture others of a diverse work group
● Receive recognition and status in organization and Success depends on others’ work performance
community
● Play a role in influencing organizational outcomes
● Receive appropriate compensation in form of salaries,
bonuses, and stock options
● Good managers are needed by organizations
DEVELOPMENT OF MANAGEMENT THEORIES
Frederick Taylor’s four Principles of Management
1. Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method
2. Scientifically select and then train, teach and develop the worker
3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has
been developed
4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is
better fitted than the workers.
Henri Fayol’s 14 Principles of Management
Supplemental Notes
Managerial Skills
Conceptual Skills
● Ability to use information to solve business problems
● Identification of opportunities for Innovation
● Recognizing problem areas and implementing solutions
● Selecting critical information from masses of data
● Understanding of organizational business model
● Understanding of business uses of technology
Communication skills
● Ability to transform ideas into words and actions
● Credibility among colleagues, peers , and subordinates
● Listening and asking questions
● Presentation skills; spoken format
● Presentation skills; written and/or graphic formats
Effectiveness Skills
● Contributing to corporate mission/departmental objectives
● Customer focus
● Multitasking: working at multiple tasks in parallel
● Negotiating skills
● Project management
● Reviewing operations and implementing improvements
● Setting and maintaining performance standards internally and externally
● Setting priorities for attention and activity
● Time management
Interpersonal Skills
● Coaching and mentoring skills
● Diversity skills : working with diverse people and cultures
● Networking within the organization
● Networking outside the organization
● Working in teams; cooperation and commitment
The Changing Organization
Traditional organization New Organization
, ● Stable Dynamic
● Inflexible Flexible
● Job-focused Skills-focused
● Work is defined by job positions Work is defined in terms of tasks to be done
● Individual-oriented Team-oriented
● Permanent jobs Temporary jobs
● Command-oriented Involvement-Oriented
● Managers always make decisions Employees participate in decision making
● Rule-oriented Customer-oriented
● Relatively homogenous workforce Diverse workforce
● Workdays defined as 9 to 5 Workdays have no time boundaries
● Hierarchical relationships Lateral and networked relationships
● Work at organizational facility during specific hours Work anywhere, anytime
Rewards and Challenges of Being a Manager
Rewards Challenges
● Create a work environment in which organizational Do hard work
Members can work to the best of their ability Have to deal with a variety of personalities
● Have opportunities to think creatively and Often have to make do with limited resources
use imagination Motivate workers in chaotic and uncertain situations
● Help others find meaning and fulfillment in work Successfully blend knowledge, skills, ambitions and experiences
● Support, coach, and nurture others of a diverse work group
● Receive recognition and status in organization and Success depends on others’ work performance
community
● Play a role in influencing organizational outcomes
● Receive appropriate compensation in form of salaries,
bonuses, and stock options
● Good managers are needed by organizations
DEVELOPMENT OF MANAGEMENT THEORIES
Frederick Taylor’s four Principles of Management
1. Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method
2. Scientifically select and then train, teach and develop the worker
3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has
been developed
4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is
better fitted than the workers.
Henri Fayol’s 14 Principles of Management
