MGMT10002 Lecture Notes - Lecture 1: Human Relations Movement, Scientific Management, Theory X And Theory Y
19 Jun 2018
School
Department
Course
Professor
PRINCIPLES OF MANAGEMENT WEEK 1
Four Management Functions:
Planning- defining goals for future organisational performance and deciding on the tasks and which resources need to
be used to attain them.
Organising- assigning tasks, including grouping tasks into departments and allocating resources to the departments.
Leading- Involving the use of influence to motivate employees to achieve the goals of the organisation.
Controlling- monitoring employees’ activities, keeping the organisation goal focused and making corrections where
needed.
10 Manager Roles
Informational:
Monitor- Seek and receive information; scan web, periodicals, reports; maintain personal contacts
Disseminator- Forward information to other organisation members; send memos and reports; make phone
calls
Spokesperson- Transmit information to outsiders through speeches and reports
Interpersonal
Figurehead- Perform ceremonial and symbolic duties such as greeting visitors, signing legal documents
Leader- Direct and motivate subordinates; train, counsel and communicate with subordinates
Liaison- Maintain information links inside and outside the organisation; use email, phone, meetings
Decisional
Entrepreneur- Initiate improvement projects; identify new ideas, delegate idea responsibility to others
Disturbance Handler- Take corrective action during conflicts or crisis; resolve disputes among subordinates
Resource Allocator- Decide who gets resources; schedule, budget, set priorities
Negotiator- Represent team or department’s interests; represent department during negotiation of budgets,
union contracts, purchases
Organisational performance: The organisation’s ability to attain its goals by using resources in an efficient and
effective manner.
– Organisation: A social entity, goal-directed, deliberately structured
– Effectiveness: The degree to which the organisation achieves a stated goal
– Efficiency: The use of minimal resources, raw materials, money and people, to produce a desired volume of output
Sustainable Development of organisations has emphasis on a triple bottom line (sustainable, environmental and
social).
Management practices need to consider complex human behaviour, multiplicity of stakeholders (conflicting goals),
environmental uncertainty, contextual dependence.
Historical Foundations of Management Thinking
Classical Perspective formed during the 19th and early 20th centuries in response to the problems arising from
industrialisation. Focus on a rational scientific approach to make organisations an efficient operating machine. Three
sub-categories included scientific management (Focus on improving efficiency and labour productivity: 1. Develop a
standard method for each task. 2. Select and train workers. 3. Support workers through careful planning of their work.
4. Provide wage incentives to workers for increased output), administrative principles and bureaucratic
organisations (public sector).
Humanistic Perspective emphasised the importance of understanding human behaviour, needs and attitudes in the
workplace. Three sub-categories include Human Relations Movement (Effective controls come from within
individuals), Human Resources Perspective (considerate leadership and worker participation; job design and
theories of motivation) and Behavioural Sciences Approach.
Hawthorne Effect- Workers respond to the interest shown in them- a perceived improvement in their work
environment.
Scientific Management and Human Relations approaches both need to be considered when implementing
managerial projects. SM has a more mechanical approach, whereas HR has a more organic, psychological picture of
the organisation.
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Planning- defining goals for future organisational performance and deciding on the tasks and which resources need to be used to attain them. Organising- assigning tasks, including grouping tasks into departments and allocating resources to the departments. Leading- involving the use of influence to motivate employees to achieve the goals of the organisation. Controlling- monitoring employees" activities, keeping the organisation goal focused and making corrections where needed. Monitor- seek and receive information; scan web, periodicals, reports; maintain personal contacts. Disseminator- forward information to other organisation members; send memos and reports; make phone calls. Spokesperson- transmit information to outsiders through speeches and reports. Figurehead- perform ceremonial and symbolic duties such as greeting visitors, signing legal documents. Leader- direct and motivate subordinates; train, counsel and communicate with subordinates. Liaison- maintain information links inside and outside the organisation; use email, phone, meetings. Entrepreneur- initiate improvement projects; identify new ideas, delegate idea responsibility to others.
