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Management by Mind Map: Management
5.0 stars - 2 reviews range from 0 to 5

Management

This is just a demo map that you can delete right away, if you feel like it...

History

Pre-classical

Robert Owen, working and living conditions

Charles Baggage, prototype modern computers, predicted specialisation of mental work, suggested profit sharing

Henry Towne, management as a science called for development of principles

Classical

Scientific, Fredrick Taylor, Increase efficiency by scientific study of work, addressed problem of "soldiering" (working below full capacity), Four Principles, (1) Study each part of task develop one best method, (2) Select workers train them perform task using scientifically developed method, (3) Co-operate with workers to ensure use proper method, (4) Divide work and responsibility so management responsible for planning work methods using scientific principles., Frank and Lillian Gilbreths, Motion Study, Ergonomics

Beareaucratic, Max Weber, organisaitons need to operate rationally, Features, Specialisation of labour, Formal rules and procedures, Impersonality, Well-defined hierachy, Career Advancement based on merit

Administrative, Henri Fayol, co-ordianating organisaitons internal activities, 5 Functions of Management, Planning, Organising, Commanding, Co-ordinating, Controlling, 14 Principles of Management, Division of work, Authority, Discipline, Unity of Command, Unity of Direction, Subordination of individual interest to general interest, Remuneration, Centralisaiton, Scalar chain, Order, Equity, Stability of personnel tenure, Initiative, Esprit de corps, Chester Barnard, Acceptance theory of authority, (1) Understand the communication;, (2) See the communication as consistitent with organisational goals;, (3) Believe the actions asked for suit both their and other employee's needs; and, (4) See themselves as mentally and physically able to comply.

Behavioural

Mary Parker-Follet, Link between scientific management and the social person era

Elton Mayo, organisations as social systems, Hawthorne Studies, lighting experiment found increased productivity was due to increase attention on the employees - lead to HR Movement

Human Relations Movement

Douglas McGregor, Motivations, Theory X and Theory Y, Theory X, workers dislike work, must be controlled, avoid responsibility, workers seek security, Theory Y, work is natural, capable of self-direction, seek responsibility, can make good decisions

Abraham Maslow, Maslow's Hierachy of Needs, Self-actualisation, Esteem, Social, Safety, Physiological

Quantitative

Management Science, used mathematical models and statistical models to increase effectiveness of decisions

Operations management, managing the production and delivery of products and services

Management information systems, designing/implementing computer based management information systems - convert raw data to information for many management levels

Contemporary

Systems theory, view organisations as systems

Contigency, appropriate managerial action depends on situational parameters

Total Quality Management (TQM), Idea from US pioneered in Japan, improving product and service quality so as to achieve high levels of customer satisfaction/customer loyalty, search for continuous incremental improvement in all company processes

Knowledge management and the "learning" organisation, Seeks competitive advantage by doing what is needed to make the most of an organisations knowledge resources

Four Functions

Planning

goal setting

Organising

alllocating resources

Leading

influencing

Controlling

regulates activity

Work Methods

Unrelenting pace

Brevity, variety, fragmentation

Verbal Contacts and networks

Roles

Interpersonal

Figurehead, duties legal/social nature

Leader, builds relationships, communicates, motivates, coaches

Liason, networks

Informational

Monitor, internal/external information

Disseminator, transmits information internal/external

Spokesperson, transmits information to outsiders

Decisional

Entrepreneur, initiator, designer, encourager, innovation

Disturbance handler, corrective action

Resource allocator, distributes resources

Negotiator, represents organisation in negotiations

Skills

Human

work well with others

Technical

understanding and proficiency in specialised field

Conceptual

visualising whole organisation, relationships between organisational parts, understanding community and global context

Hierarchical

Vertical

Top, Functions, Organising, Planning, Controlling, Skills, Conceptual, Human

Middle, Functions, Organising, Controlling, Skills, Technical, Human

Bottom, Functions, Leading, Controlling, Skills, Technical, Human

Horizontal

Functional, specific area

General, whole organisation/substantial

Project, co-ordinate people on particular project

Performance

Effectiveness

choosing appropriate goals and achieving them

Efficiency

decrease resources and time needed to increase output/service