IntroductionUtoUManagementI-II_BSc

8/8/2019 IntroductionUtoUManagementI-II_BSc

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Introduction to

Management

2004 Fall

Irn Gykr Ph.D.([email protected])


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Coordinator: Finna, [email protected] 2

Date Subject Lecturer

14.09 Basics of Management Dr. Irn Gykr

21.09 Evolution of Management

Theory

Dr. Irn Gykr

28.09 Corporate Finance Tams Tth

05.10 Motivation Henrietta Finna

12.10 Leadership Henrietta Finna

19.10 Teamwork Henrietta Finna

26.10 Midterm (rep.02.11 evening,

after the lecture)

02.11 Change management Erika Imhof

09.11 Corporate Finance Tams Tth



30.11 Basics of Quality management Zsuzsanna Tth

07.12 Basics of Quality management Zsuzsanna Tth

14.12 Midterm (rep.12.17 morning)


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Challenges in Management

Globalisation

New age -Informatics

Quality of services


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Management

Organization

social setting,created by a groupof

people, who worktogetherfor

Some purpose (Effectivity)

Survival

Efficiency


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What purposes in a business

organisation?

Business Org

Profit oriented

Non for profit

Maximalizing Value

Social responsibilities towards society

towards employees

Positive

Income

(Revenues

Cost)


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DEFINITION OF MANAGEMENT:

Theprocessundertaken by oneormoreindividualstocoordinate activitiesofothersto achieveresultsnot achievable by oneindividual acting alone.

Planning

Organizing

Leading and

Controlling

the human,technological,financial andinformationresourcesinorderto achieve

organizational goals.


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Functions of Management

Planning Organizing Controlling

Leading

Feed back


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Planning goal setting and process to achievethem

Forecasting

Definigpolitics

Goal setting Programme planning

Scheduling

Costing

Process planning


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Organizing tasks, resources, structure

Job design

Resource allocation

Coordination

Departmentalization,organizational

structure


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C

oordinator: Finna, [email protected] 10

Controlling setting standards, measuring,taking measures

Settingstandards

Monitoring

Evaluation

Feed back


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Coordinator: Finna, [email protected]

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Roles of Managers

Figurehead

Liaison

Leader

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Monitor

Disseminator

Spokesperson

Interpersonal rolesInformational roles

Decisional roles


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13

Sources of Power

Reward

Coerciveness

Legitim power

Knowledge (informal)

Reference power

orCharisma (informal)


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15

Levels of Management

Top level

(Strategic level)

Middle level

(Technical level)

First level

(Operations level)


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16

Core skills and their use in the

different levels

Conceptual skills

Human skills

Technical skills

Managerial levels

Lower Middle Top


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17

External environment

Management

and Organization

Direct Environment

Indirect Environment


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18

Direct Forces of the Environment

Org.

Human resources

Suppliers

Competitors(intratype and extratype)

Costumers


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Indirect Forces of the Environment

Legal and regulatory forces

Political forces

Economic forces

Technological Forces

Cultural and social forces

International forces


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Major tasks of Managers

Work and

organization

PeopleProduction

and

Operation

Planning, organising

and controlling

Motivation,

Leadeship,

Groupbehaviour,

Communication,

Org.

development

Managing PO,

Decisionsupport

systems, Quality

Management,

Toolkit in POM


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21

Why to study management:

Managers direct organizations that

provide goods and services upon society

depends The growth of a nation lies in managing

productivity and people

Individuals often find themselves in

managerial position

Successful examSuccessful exam!!!!!!


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22

Evolution of the Management

Theory 2. Lecture


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23

Foundation of Managing Work

and Organisation Beginnings: early writings on:

Increasing productivity of individuals

performing work Inceasong productivity of organisations

Higher level output,

lower level cost

Scientific Management Movement and

Classical Organisation Theory emerged


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24

Conrtibutions to Scientific

Management Frederick W. Taylor: Gathering facts,

making objective analysis

Principles for managing work Plan work scientifically

Select

Cooperate with worker to assure performance

Equal division work and responsibility

between management and worker Prinziples of Work Simplifikation, Gilbreth,

Frank and Lillian: Motion studies


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Principles of Work Scheduling, Henry

Gantt: Gantt Chart forScheduling Work

Improving Managerial Work

Principles of Efficiency, Harrington

Emerson:

Use factual analyses

Define the aims of undertaking

Relate each part to the whole

Provide standardized prozedures

Rewars successful execution of tasks


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26

Major contribution to Management

ofSMM

Identification of responsibilities and work of

managers:

Planning

Organizing

Leading

Controlling the work


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The Management of

Organizations The Principles of management

Henri Fayol: soundness and good

workingorder of tthe firm The Principles of Organisation


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28

The Principles of management

(guidelines) Division of labor specialization

Parity of responsibility and authority

Discipline

Unity of command

Unity of direction

Subordination of individual to general interest

Fair remunaration

Centralization Scalar chain of command

Clear order

Equity Stability of personal

Initiative

Unity of effort


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The Principles of Organisation

Fayol: Principles and Functions of

administration

Mooney, D. Reiley, a.: management is a tequnice or art of

directing and inspiring other people,

it has natural laws to be discovered

through logic


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Coordinator: Finna, H.

[email protected]

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Managing People in

Organisatons The classical approach was conserned

with technical aspects, this would

increase productivity The Human relation Approach the

individuals role in sucess

The behavioral Science Approach

studying human behavior in

organisation.


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[email protected]

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Fundaments of managing people

Human relations Approch

Stimulated by Hawthorne studies

Concerned with human dignity

With Developing human potencial

WithSocial environment

Behavioral Science Approach

Scientific search for understanding

Use of Psychology, sociology, antropology

Research

Acceptance of the total person


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[email protected]

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Managing Production and

Operations The Management Science Approach: to

provide managers with quantitative

bases for decisions regarding theoperations under their control.

Tools and techniques developed:

Models, linear programming, projectman.,

computer simulation, queuing, regression,probability, game theory, inventory

modells, decision theory


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[email protected]

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Integration

The System Approach: Organisation is a

group of interrelated part with a single

purpose. Manager should identifycharacteristics of jobs, people,

organisations and interdependencies.

Contingency Approach: no best way to

plan, organize and contol, managersschould find different ways in different

situation

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