PDF Principles of Management ABDM1123 revision

Power based on personal characteristics and charisma.

Monitor and learn.

Aspects of both functional and divisional structures simultaneously.

To remove dissatisfiers by providing hygiene factors to meet basic needs.

Job Rotation.

Every employee should receive orders from only one superior.

Job Simplification.

It runs vertically, providing traditional control within functional departments.

People who work beyond undesirable but important projects.

Job Enrichment.

Dual lines of authority.

The interests of any one employee or group should not take precedence over the interests of the organization as a whole.

As a means of attaining group goals through compatibility and downward influence.

They must resolve conflicting demands from their matrix bosses.

The matrix boss, who is either the product or functional boss.

There are often more discussions than actions, leading to inefficiency.

Power that comes from a formal position within the organization.

It refers to soft, personal characteristics and interpersonal relationships.

Power resulting from a person's special knowledge or skill.

Factors that can lead to dissatisfaction if not addressed, such as salary and work conditions.

Entrepreneur.

Employees allowed to originate and carry out plans will exhibit high levels of engagement.

It has dual lines of authority.

Humans are motivated by multiple needs existing in a hierarchical order.

Lower-order needs, including working conditions, pay, security, company policies, supervisors, and interpersonal relationships.

Lower-order needs must be satisfied before higher-order needs are activated.

Employees are neutral toward work.

Forwards information to other organization members, sends memos and reports, and makes phone calls.

Transmits information to outsiders through speeches, reports, and memos.

To initiate improvement projects, identify new ideas, and delegate idea responsibility to others.

The authority to reward others.

Plan operations.

Execute the plan.

Performs ceremonial and symbolic duties such as greeting visitors and signing legal documents.

The organization should have a single plan of action or goal to guide managers.

Workers must be paid a fair wage for their services.

Translate the plans into tactical plans and objectives.

A strategy map.

Contingency plans and scenarios.

It involves moving employees from one job to another to provide variety and stimulation.

He asserted that characteristics associated with dissatisfaction are different from those related to satisfaction.

Define operational goals and plans.

One superior should give orders to avoid confusion.

Stretch goals.

Authority to reward others.

To set objectives and determine a course of action for achieving those objectives.

Figurehead.

Maintains information links both inside and outside the organization using email, phone calls, and meetings.

Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.

Motivators to propel employees toward achievement and satisfaction.

Job Enlargement.

No, they remove dissatisfaction but do not cause satisfaction or motivation.

Planning, organizing, commanding, coordinating, and controlling.

Control over resources necessary for the job, decision-making on how to do the work, and setting their own work pace.

Managers should be kind and fair to their subordinates.

Workers are highly motivated and satisfied.

All activities aimed at the same objective should be directed by one manager.

Develop the plan.

Liaison.

Disturbance Handler.

Distributing decision-making authority across various levels of the organization.

Operational reviews.

Feedback helps employees understand their performance and areas for improvement, enhancing motivation.

Safety needs, which include security and protection from physical and emotional harm.

Division of work, which increases output by making employees more efficient.

Coordination across departments.

A formal chain of command for both functional and divisional relationships.

Physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.

It can lead to boredom and dissatisfaction due to routine and repetitive tasks.

Power derived from access to information and control over its distribution.

Employees from different functional areas work together on projects, enhancing collaboration across the organization.

Frustration and confusion can arise from the dual chain of command, leading to significant problems.

High conflict between the two sides of the matrix can lead to lost time in meetings.

Authority derived from the organization.

A top-down hierarchy in the organization.

Physiological, Safety, Love/Belonging, Esteem, Self-Actualization.

Leader.

Negotiator.

Job Characteristics Model.

Performance dashboards.

To monitor progress and learn from the planning process.

A line of authority from top management to the lowest ranks.

Strategy, tactics, meetings, presentation, negotiation, power actions, and results.

Plans that define mission and vision.

Departmental interests.

People in a network of relationships have greater power.

The total organization rather than the individual worker.

Job Characteristics Model.

To seek and receive information, scan periodicals and reports, and maintain personal contacts.

Henri Fayol.

Measures and targets.

Oversees both the product and functional chains of command and is responsible for the entire matrix.

Understanding what drives individuals to act and perform.

Motivators and hygiene factors.

Achievement, recognition, responsibility, and growth.

Power resulting from a person's special knowledge or skill.

Hackman and Oldham.

Execute the plan.

Setting objectives, analyzing the environment, developing strategies, and implementing plans.

The degree to which subordinates are involved in decision making.

Directs and motivates subordinates; trains, counsels, and communicates with them.

To decide who gets resources, schedule, budget, and set priorities.

Managers must be able to give orders, and authority gives them the right to do so.

Represents the department during negotiations of union contracts, sales, purchases, and budgets.

Employees must obey and respect the rules that govern the organization.

Promoting team spirit to build harmony and unity within the organization.

Goals.

They run horizontally for divisional and vertically for functional.

Work becomes dissatisfying.

High-level motivators including job responsibility, recognition, and opportunities for growth, learning, and achievement.

The abilities of people in key matrix roles.

People and materials should be in the right place at the right time.

Two different factors influence work motivation and employee behavior at work.

Higher-order needs, including achievement, recognition, responsibility, the work itself, and opportunities for personal growth.

It aims to explain the different factors that lead to job satisfaction and dissatisfaction.

Job specialization to increase output.

Crisis planning.

Takes corrective action during disputes or crises, resolves conflict among subordinates, and adapts to environmental crises.

Abraham Maslow.

Power derived from a formal position within an organization.

Translate the plan.

Spokesperson.

It improves task efficiency by reducing the number of tasks performed by workers.

A job design that combines a series of tasks into one broader job to provide employees with variety and challenge.

Shared resources, including personnel and equipment, can be utilized across multiple projects, reducing redundancy and promoting efficient use.

Intelligent teams.

To offer cross-training and periodic shifting from one task to another.

Personal growth and career development.

1. Position Power, 2) Legitimate Power, 3) Reward Power, 4) Coercive Power, 5) Expert Power, 6) Referent Power.

It removes satisfaction but does not cause dissatisfaction.

1. Personal Power 2. Legitimate Power 3. Reward Power 4. Coercive Power 5. Expert Power 6. Referent Power

Authority to punish or reprimand.

The authority to punish or reprimand.

It helps identify opportunities and threats that can impact the organization's success.

Physiological, Safety, Love/Belonging, Esteem, and Self-Actualization.

Power based on personal characteristics that inspire admiration or respect.

It involves putting the developed plans into action to achieve the set objectives.

Physiological needs, which include basic survival needs like food, water, and shelter.

Resource Allocator.

Plans designed for a specific purpose or project.

The process of organizing tasks, duties, and responsibilities into a productive unit of work.

A psychological theory that categorizes human needs into a five-tier model, often depicted as a pyramid.

Management by objectives.

Altering jobs to increase both the quality of employees' work experience and their productivity.

Effective job design can enhance employee motivation by increasing job satisfaction and engagement.

Love and Belonging needs, which involve emotional relationships and connections with others.

It outlines how the organization will achieve its objectives and respond to environmental factors.

Autonomy allows employees to have control over their work, which can boost motivation.

Self-Actualization, which is the realization of personal potential and self-fulfillment.

Task variety, autonomy, feedback, and significance.

Task variety can prevent monotony and keep employees engaged, leading to higher motivation.

Esteem needs, which include self-respect, recognition, and respect from others.

Monitor.

Informational, Interpersonal, and Decisional.

Disseminator.