Management & organization
Lecture 1
Learning objective 1: develop a clear understanding of the historical development of M&O:
Management have had 5 different viewpoints:
Traditional viewpoint (1890)
- Bureaucratic, scientific, administrative
- Oldest viewpoint of management, which focused on production & profit
- Close control, clear hierarchy and strict rules/procedures
Behavioural viewpoint (1930)
- Managers realized that workers are human being with needs, values and desire for respect
- Focus; human aspect of an organization
Systems viewpoint (1940)
- Developments of systems, to get consistency in the product. Which everyone can do
Contingency viewpoint (1960)
- Managers look how it is done in different areas
- Situational leadership
Quality viewpoint (1975)
- Quality become more import and therefore the product has to meet the customer’s
expectations. Total quality management makes sure the product is consistent.
Factors that influenced the changing management viewpoint:
Economy Globalization
Society new economies
Politics New markets
innovations
Learning objective 2: explain the primary management functions
The 4 management functions:
planning
defining goals, establishing strategies and coordinate activities
organizing
determining what activities need to be done, who is responsible and how activities
should be done
leading
directing and motivating all involved parties and resolving conflict
controlling
monitoring activities to make sure that they are accomplished as planned
management competencies:
communication self-management
administrative technical skills
, multi-cultural soft skills
Is management static or dynamic:
Management is constantly developing and therefore >> management is dynamic.
Management always have to adapt and be dynamic.
The way of managing depends on:
- each situation
- each culture
- each individual
- each generation
- etc.
learning objective 3: evaluate 7 different management tools:
organizational chart:
a diagram which illustrates the reporting lines between units and people within an organization.
Vertical
Clear hierarchy; authority, responsibility, accountability
Span of control (who is under you)
Delegation
Horizontal
Functional (areas of expertise)
Product design (product diversity)
Geographical (global organization)
Networks (subcontracts, outsourced)
Delegation checklist:
Effective delegation should include
1. Clear goals & standards
2. Test understanding (explain me, show me, repeat it)
3. Creates involvement (motivation)
4. Expect completion (I would like to have it done then..)
5. Provide training if required
6. Create opportunities for clarification
Balanced scorecard:
Overview of chosen KPI’s which look at companies performance on the following areas:
- Financial - Internal processes
- Guest - People / innovation / growth asset
Dashboard:
Graphic representation, of current situation
Swot:
Strengths & weaknesses: understanding present situation
Opportunities & threats: understanding future potential development
Pestel:
For global expansion
Lecture 1
Learning objective 1: develop a clear understanding of the historical development of M&O:
Management have had 5 different viewpoints:
Traditional viewpoint (1890)
- Bureaucratic, scientific, administrative
- Oldest viewpoint of management, which focused on production & profit
- Close control, clear hierarchy and strict rules/procedures
Behavioural viewpoint (1930)
- Managers realized that workers are human being with needs, values and desire for respect
- Focus; human aspect of an organization
Systems viewpoint (1940)
- Developments of systems, to get consistency in the product. Which everyone can do
Contingency viewpoint (1960)
- Managers look how it is done in different areas
- Situational leadership
Quality viewpoint (1975)
- Quality become more import and therefore the product has to meet the customer’s
expectations. Total quality management makes sure the product is consistent.
Factors that influenced the changing management viewpoint:
Economy Globalization
Society new economies
Politics New markets
innovations
Learning objective 2: explain the primary management functions
The 4 management functions:
planning
defining goals, establishing strategies and coordinate activities
organizing
determining what activities need to be done, who is responsible and how activities
should be done
leading
directing and motivating all involved parties and resolving conflict
controlling
monitoring activities to make sure that they are accomplished as planned
management competencies:
communication self-management
administrative technical skills
, multi-cultural soft skills
Is management static or dynamic:
Management is constantly developing and therefore >> management is dynamic.
Management always have to adapt and be dynamic.
The way of managing depends on:
- each situation
- each culture
- each individual
- each generation
- etc.
learning objective 3: evaluate 7 different management tools:
organizational chart:
a diagram which illustrates the reporting lines between units and people within an organization.
Vertical
Clear hierarchy; authority, responsibility, accountability
Span of control (who is under you)
Delegation
Horizontal
Functional (areas of expertise)
Product design (product diversity)
Geographical (global organization)
Networks (subcontracts, outsourced)
Delegation checklist:
Effective delegation should include
1. Clear goals & standards
2. Test understanding (explain me, show me, repeat it)
3. Creates involvement (motivation)
4. Expect completion (I would like to have it done then..)
5. Provide training if required
6. Create opportunities for clarification
Balanced scorecard:
Overview of chosen KPI’s which look at companies performance on the following areas:
- Financial - Internal processes
- Guest - People / innovation / growth asset
Dashboard:
Graphic representation, of current situation
Swot:
Strengths & weaknesses: understanding present situation
Opportunities & threats: understanding future potential development
Pestel:
For global expansion
