Mgmt1001 Notes

Topics: Management, Organizational culture, Strategic management Pages: 33 (8542 words) Published: May 21, 2013
What is an organisation?   deliberate arrangement of people to accomplish some specific purpose  distinct purpose (in terms of goals they want to accomplish)  composed of people (people perform work necessary for organisation to achieve goals)  all develop some deliberate structure (can be open/flexible, traditional/define rules or network of loose relationships)  mediate between wider society and the individual  systematically arranged frameworks that relate people, things, knowledge and technologies to achieve specific goals  future oriented and part of open system   Why are organisations changing?   societal, economic, global and technological changes created environment that requires organisations to adapt   What is the difference between a formal organisation and an informal collectivity?   Formal/Traditional  Collectivity/New Contemporary  Deliberately created  Spontaneous  Defined purpose  Distinct goals/objectives  Rigid behavioural pattern  Flexible behaviour  Impersonal/concrete leadership  Personal leadership  Perpetual longevity  Unstable longevity  Individual oriented  Team oriented  Hierarchical relationships  Lateral/networked relationships   What are the characteristics of organisations?   size (small/medium/large)  industry (telecommunication/mining etc)  ownership type (sole trader/company/not for profit)  owner domicile (local/Australian/Multinational)  location (city/suburban/regional)  physical environment (open plan/personal office)   What are the fallacies used when trying understand issues in organisations?   blaming the people  blaming the bureaucracy  thirst for power   What is management?  What is the context of organisations and management today?

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technological change (new products/new procedures) international division of labour (offshoring) changing conception of time and space (work from home/on call) changing demographics (genders/multicultural/age) What is a manager? organisational members who direct others to complete a specified task coordinate and oversee the work of others to accomplish organisational goals team leaders: external relations facilitation and internal relations first-line managers: lowest level of management + manage work of nonmanagerial employees that are involved with producing organisations products/services. Responsible for scheduling/supervision/teaching/training middle managers: all levels of management between first-line and top level (manage first-line). Responsible for implementing strategy/objectives/ coordination top managers: responsible for making organisation-wide decisions and establish goals/plans. Responsible for environment/commitment/goals What is the aim of management? high efficiency (minimum resource use – most output with least input) and high effectiveness (goal attainment) = product customer wants at price they can afford low efficiency and low effectiveness = low quality/price low efficiency and high effectiveness = quality product customer wants but too expensive high efficiency and low effectiveness = high quality product that customers to not want efficiency = means + effectiveness = ends What are the features of the scientific-technical revolution? Industrial revolution (19th century) led to share holdings and rise of management (separation of ownership and control) Rise of factory system of production (increase in use of technology/rise of corporations/ growth in number of employees) Specialisation of labour and the production line Study of work tasks to create rules/ ‘one best way’ of performing tasks Frederick Taylor (popularised division of labour and specialisation) – Principles of Scientific Management (developed science for each element of the job/ managers scientifically select and train/ almost equal division of work and responsibility between management and workers) Frank and Lillian Gilbreth – “time and motion studies” – took Scientific Management and...
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