Chapter 1 The Challenge P. 6 historical perspective all still alive and well, Scientific Management- the one best way- based on industrial engineering Functional Approach - also the classical method- based on experience Behavioral School- based on psychology Quantitative School- based on computer science and statistics Chapter 2 The Managerial Function P. 34 The management functions planning - logical decision making organizing - laying out structure and systems staffing - selecting the people leading - motivating the people controlling - measurement and feedback to correct the previous steps This cycle is only as strong as its weakest link. The % of time spent on each function change as one moves up the management hierarchy. P. 39 Functional Principals ( from Fayol) Authority Delegation Coordination Cooperation Chapter 3. Communications Must be a two person interaction P. 57 Channels of communication Formal and the grapevine written body language verbal electronic visual P. 67 Barriers to communication language status resistance to change perception insensitivity P. 71 Overcoming barriers to communication preparation feedback clarity calm taking time to listen repetition reinforcing words with action Chapter 4. Motivation P. 87 Maslow's Hierarchy of Needs Biological Security Social esteem Self Actualization P. 91 Herzberg's Motivation - Hygiene Theory Motivators Growth, advancement, achievement, recognition, challenge, responsibility Hygiene Conditions, pay, status , security, personal relations, supervision, policy P. 93 Expectancy theory Motivation = Expectancy(of performance)*Instrumentality( does performance get a reward)*Valence( do I like the reward) P. 95 Theory X & Y X, employees dislike work Y, employees enjoy work P.100 Core dimensions of jobs Skill variety Task identity Task significance Autonomy Feedback P. 97 Approaches for positive motivation job rotation job enlargement job enrichment P.101 Participative Management, Ch. 5 Leadership and Delegation Why so little on leadership and leadership theories? P 113 What do employees want Direction Trust Hope Results P 118 Leadership Theories __ What is required? It depends. Trait theory--Can you change them or act on this? Managerial Grid--A two dimensional model of concern for people and production Contingency Theory leader member relations, task structure, position power Charismatic leadership emotional not rational devotion by troubled followers P 121 Power types Reward Coercive Legitimate Expert Referent P122 Delegation Duties Authority Responsibility P124 Another of Fayol's principles UNITY OF COMMAND Chapter 6 Decision Making P 157 The decision making process define the problem analyze the situation Establish criteria develop alternatives evaluate alternatives select best alternative follow up and appraise results Chapter 7 Essentials of planning planning systems, written, graphic, mathematical, computer GE Strategic Planning System as an application Goals and Assumptions | Long term | Budgets | control Corp Bus Functional Feedback Overlap is on purpose Must be a key top management focus Must be a backbone of the Corporate structure and systems Specific Approaches P 183 TQM Management is most of the problem Continuous improvement employee participation breaking down barriers between units driving out fear education and training Leadership not slogans Eliminate barriers to pride in workmanship Group incentives P 188 MBO P 200 Gantt Charts P. 200 PERT Chapter 8 Supervisory Planning and Time Management Forecasting, Catch problems when they are small, Don't surprise your boss roll playing p 212 Tactics strike while the iron is hot wait and see do your best in the time available get your foot in the door mass offensive you scratch my back and I'll scratch yours Others give it a lick every time you see it go with the flow politics ABC approach Chapter 9 Principles of organizing P 247 Fayols Principle of Unity of command span of management p253 departmentalization Structural Types Simple functional divisional by product matrix small organization > < Largest Co.s Centralized> < Decentralized simple product Related Unrelated Project Line and staff organization down sizing, right sizing, reorganization, virtual corporation Chapter 10 Organizing at the supervisory level centralization, decentralization The importance of grooming a replacement The importance of the job description Chapter 11 Meetings Electronic aids scheduling as a substitute as a meeting place p 294 Types of meetings informational discussion decision Issues size composition Duties of the Chair agenda structure participation guiding to a decision Chapter 12 Unions What to do?----CALL A LABOR LAWYER!!!!! Remember the union will have one and will be trying to trip you up and catch you in a labor law violation. P 313 Ways to avoid unionization wages and benefits Facilities stable jobs training and advancement participative management fair treatment of complaints P 315 What to do in an organizing drive don't question employees no threats or promises no response to questions about subject of unionization no organizing activity that interferes with work activity by outsiders BUT employees during breaks is allowed don't look at cards do the best you can Chapter 13 P349 Begins chapter outline of steps in hiring Determine need Job description Job specification Recruitment Selection Application References Testing Interview/ P 357 Questions not to ask P356 OUCH objective, uniform, consistent , related Structured Realistic job preview Documentation Orientation Training and Development Chapter 14 Appraisal Types of evaluation Peer evaluation 360 evaluation self evaluation Check the box narrative critical incident Behaviorally anchored rating scale Chapter 15 Supervisory Leadership P. 435 Characteristics of Good Supervisory Directives Reasonable Understandable Specific and with a time limit Compatible with organizational objectives Appropriate tone and wording Chapter 16 Work Teams Groups are part of human nature. Close groups are powerful for good or bad P. 458 Types of Groups Command Task Friendship Interest P. 461 How to influence Groups to Positive goals Assigning Compatible employees Counseling Loners Rotating assignments Maintaining a Managerial Perspective Moral is important but beware of involvement in social issues Chapter 17 Diversity P. 486 What does this introduction REALLY say. P. 487 Protected Classes racial and ethnic groups sex disability age religion military service Chapter 18 Resolving Conflict There are various ways to resolve conflict, Informal staff functions like safety officers or ombudsmen Arbitration law suits P 523 Guidelines for dispute resolution make time available listen distinguish fact from opinion determine the real issue check and consult avoid setting precedents exercise self control minimize delay explain the decision clearly keep records and documents do not fear challenge Chapter 19 Control Control should be forward looking, Our ideal result is to reward good performance so as To reinforce it. Feedforward, concurrent and feedback controls. The best results are in the earlier approaches. You can not change the past. P 556 Characteristics of effective controls understandable timely suitable and economic indicational/ accountable flexible P 559 Steps in the control process setting standards Checking performance take action both to correct and reinforce Chapter 20 Positive Discipline p 588 Tests for just caues published rules job related prior investigation fair investigation substantial evidence consistent reasonable with respect to offence and prior history of employee p 597 Hot stove theory forewarned immediate consistent impartial