OrganizationA deliberate arrangement of people brought together to accomplish a specific purposeCommon Characteristics of Organizations:GoalsPeople StructureNonmanagerial Employees Work directly on tasks Not responsible for overseeing others work Managers Direct and oversee the activities of others May have work duties not related to overseeing othersTop Managers Make decisions about the direction of an organizationMiddle Managers Manage other managers First-line Managers Direct nonmanagerial employeesTeam Leaders Manage activities of a work teamManagement:The process of getting things done effectively and efficiently, with and through people.Effectiveness: Doing the right thingsEfficiency: Doing things rightIs the Managers Job Universal?1-Level in the Organization 3- Profit vs. Not-for-profit2-Size of the Organization 4- National Borders1-Level in the Organization Four Functions Approach: Planning Includes defining goals, establishing strategy, and developing plans to coordinate activities OrganizingIncludes determining what needs to be done, how it will be done who is to do it Leading Directing and coordinating the work activities of an organization Controlling Monitoring, activities to ensure that they are accomplished as plannedManagement Roles Approach Interpersonal: Figurehead Leader Liaison Informational; Monitor Disseminator Spokesperson Decisional Entrepreneur - Disturbance hander - Resource allocator - NegotiatorSkills and Competencies: Conceptual skills A managers mental ability to coordinate all of the organizations interests and activities Interpersonal skills A managers ability to work with, understand, mentor, and motivate others, both individually and in groups Technical skills A managers ability to use the tools, procedures, and techniques of a specialized field Political skills A managers ability to build a power base and establish the right connections Frederick W. Taylor The Principles of Scientific Management (1911) known as the father of scientific management Advocated the use of the scientific method to define the one best way for a job to be done Frank and Lillian Gilbreth parents of the large family described in the original book Cheaper by the Dozen Time and motion studies Henry Ganttwhose work on scheduling charts was the foundation for todays project management Henri Fayol1- identified five management functions and 14 management principles.2-Focused on what constituted good management. Max Weber described the bureaucracy as an ideal rational form of organization.

Fayols Fourteen Principles of Management:1. Division of Work. This principle is the same as Adam Smiths division of labor. Specialization increases output by making employees more efficient.2. Authority. Managers must be able to give orders. Authority gives them this right. Along with authority, however, goes responsibility. Whenever authority is exercised, responsibility arises.3. Discipline. Employees must obey and respect the rules that govern the organization. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organizations rules, and the judicious use of penalties for infractions of the rules.4. Unity of Command. Every employee should receive orders from only one superior.5. Unity of Direction. Each group of organizational activities that have the same objective should be directed by one manager using one plan.6. Subordination of Individual Interests to the General Interest. The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.7. Remuneration. Workers must be paid a fair wage for their services.8. Centralization. Centralization refers to the degree to which subordinates are involved in decision making. Whether decision making is centralized (to management) or decentralized (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralization for each situation.9. Scalar Chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if followingthe chain creates delays, cross-communications can be allowed if agreed to by all parties and if superiors are kept informed. Also called chain of command.10. Order. People and materials should be in the right place at the right time.11. Equity. Managers should be kind and fair to their subordinates.12. Stability of Tenure of Personnel. High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.13. Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.14. Esprit de Corps. Promoting team spirit will build harmony and unity within the organization.Early management writers included: Robert Owen, who was concerned about deplorable working conditions. Hugo Munsterberg, a pioneer in the field of industrial psychology. Mary Parker Follett, who recognized that organizations could be viewed from both individual and group behavior perspectives.The Hawthorne Studies From 1924 to the mid-1930s:Studies conducted at the Hawthorne Works of the Western Electric Company: Provided new insights into individual and group behavior at work. Concluded that group pressures can significantly impact individual productivity.Human Relations Movement1-Abraham Maslow, a humanistic psychologist, whos best known for his description of a hierarchy of five needs2-Douglas McGregor developed Theory X and Theory Y assumptions3- The field of study that researches the actions (behaviors) of people at work is called organizational behavior (OB)The quantitative approach to management 1940-1950: which is the use of quantitative techniques to improve decision makingevolved from mathematical and statistical solutions developed for military problems during World War II. Used quantitative techniques to improve decision making. Evolved from mathematical and statistical solutions developed for military problems during World War II. W. Edwards Deming and Joseph M. Jurans ideas became the basis for total quality management (TQM).The systems approach views systems as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

open systems, which means they are influenced by and interact with their environmentsFred Feildlers contingency approach states that organizations, employees, and situations require different managerial approaches