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Summary management and organisation Chapter 1 A good organisation has the following 3 aspects: An organization: a deliberate arrangement of people to accomplish some specific purpose, controlled by its management. Management has the task to coordinate the organization towards accomplishing organizational goals. Activities are completed efficiently and effectively by others. A manager: someone who coordinates and oversees the work of other people in order to accomplish organizational goals. First- line managers: the lowest level of management who manage the work of non-managerial e plo ees a d t pi all are dire tl or i dire tl i ol ed ith produ i g the orga izatio ’s produ ts or ser i i g the orga izatio ’s usto ers. Middle managers: manager between the lowest level and top levels of the organization who manage the work of first-line managers Top managers: managers at or near the upper levels of the organization structure who are responsible for making organization wide decisions and establishing the goals and plans that affect the entire organization. Efficiency: doing things right or getting the most output from the least amount of inputs Effectiveness: doing the right things, or completing activities so that organizational goals are reached.

• Management Robbins Pdf
• Stephen Robbins Management

Management functions (Fayol) Planning Define goals, setting goals, developing plans and strategy to coordinate activities. Organizing Deciding what needs to be done, and how and who will do it Leading Motivating, leading. (Conflicts) Controlling Monitoring activities, to ensure reached as planned Achieving the organizations stated purposes Management roles (Mintzergs)  Interpersonal roles: managerial roles that involve people and other duties that is ceremonial and symbolic in nature. Roles: Figurehead, leader, liaison (first line)  Informational roles: managerial roles that involve collecting, receiving, and disseminating information. Roles: monitor, disseminator, spokesperson (middle)  Decisional roles: managerial roles that revolve around making choices. Roles, Entrepreneur disturbance handler resource allocator negotiator (top) Management skills  Conceptual skills, the ability to think and to conceptualize about abstract and complex situations. (Top managers)  Human skills, the ability to work well with other people individually and in a group(middle managers, but all managers need it)  Technical skills, job-specific knowledge and techniques needed to proficiently perform work tasks.

(first line managers) O Chapter 2 Classical approach: making organizations and workers as efficient as possible  Scientific management, one best way to do your job. The four principles of scientific management 1. The development of a true science 2. The scientific selection of the workman 3. The scientific education and development of the workman 4. Intimate and friendly cooperation between the management and the men  General administrative, an approach to management that focuses on describing what managers do and what constitutes good management practice.

Division of work (specialization increases output by making employees more efficient) 2. Authority (Managers must be able to give orders and authority gives them this right) 3.

Discipline (Employees must obey and respect the rules that govern the organization) 4. Order (People and materials should be in the right place at the right time) 5. Equity (Managers should be kind and fair to their subordinates).bureaucracy, a form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations and impersonal relationships. (Division of labor, authority hierarchy, formal selection, formal rules and regulations, impersonality, career orientation) Page 45 Strong cultures: organizational cultures in which the key values are intensely held and widely shared Weak cultures: organizational cultures in which the key values are less intensely held and easier to change compared to a strong culture. Chapter 4/5 Multinational Corporation: connect global perspective.

Companies expand but why? Different economies of scale on existing products, opportunities/unserved market, attack competitor in its home market, spread investment in new products. Parochialism: ie i g the orld solel through o e’s o e es a d perspe ti es a d ot recognizing that others have different ways of living and working. Parochialism leads to an inability to recognize differences between people. Ethnocentric attitude: the parochialistic belief that the best work approaches and practices are those of the home country.

Management Robbins Pdf

(Global company, centralized management, global efficiency) Polycentric attitude: the view that the managers in the host country know the best work approaches and practices for running their business. (Multi-domestic cooperation, decentralized management in different countries). Geocentric attitude: a world-oriented on using the best approaches and people from around the globe. Honda qr50 repair manual. (Transnational/borderless organizations, eliminates geographic barriers, also in organizational structure). How organizations go international Global sourcing: purchasing materials or labor from around the world based on lowest cost Exporting: making products domestically and selling them abroad. Importing: purchase products made abroad and sell them domestically Licensing: an agreement in which an organization gives another organization the right to make or sell its products, using its technology or product specifications.

Stephen Robbins Management

Franchising: an agreement in which an organization gives another organization the right to use its name and operating methods. Strategic alliance: a partnership between an organization and a foreign company partner in which both share resources and knowledge in developing new products or building production facilities.  Makes it easy to buy and sell goods between the members of the alliance  Makes it harder for other countries to sell into the alliance A trade alliance has quotas- limit on the amount of goods that can be sold in the country Taxes- have tariffs on import products to make the product more expensive.