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Management by Mind Map: Management

1. Four Functions

1.1. Planning

1.1.1. goal setting

1.2. Organising

1.2.1. alllocating resources

1.3. Leading

1.3.1. influencing

1.4. Controlling

1.4.1. regulates activity

2. Work Methods

2.1. Unrelenting pace

2.2. Brevity, variety, fragmentation

2.3. Verbal Contacts and networks

3. Roles

3.1. Interpersonal

3.1.1. Figurehead duties legal/social nature

3.1.2. Leader builds relationships, communicates, motivates, coaches

3.1.3. Liason networks

3.2. Informational

3.2.1. Monitor internal/external information

3.2.2. Disseminator transmits information internal/external

3.2.3. Spokesperson transmits information to outsiders

3.3. Decisional

3.3.1. Entrepreneur initiator, designer, encourager, innovation

3.3.2. Disturbance handler corrective action

3.3.3. Resource allocator distributes resources

3.3.4. Negotiator represents organisation in negotiations

4. Skills

4.1. Human

4.1.1. work well with others

4.2. Technical

4.2.1. understanding and proficiency in specialised field

4.3. Conceptual

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

5. Hierarchical

5.1. Vertical

5.1.1. Top Functions Organising Planning Controlling Skills Conceptual Human

5.1.2. Middle Functions Organising Controlling Skills Technical Human

5.1.3. Bottom Functions Leading Controlling Skills Technical Human

5.2. Horizontal

5.2.1. Functional specific area

5.2.2. General whole organisation/substantial

5.2.3. Project co-ordinate people on particular project

6. Performance

6.1. Effectiveness

6.1.1. choosing appropriate goals and achieving them

6.2. Efficiency

6.2.1. decrease resources and time needed to increase output/service

7. History

7.1. Pre-classical

7.1.1. Robert Owen working and living conditions

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

7.1.3. Henry Towne management as a science called for development of principles

7.2. Classical

7.2.1. Scientific Fredrick Taylor Increase efficiency by scientific study of work Frank and Lillian Gilbreths Motion Study

7.2.2. Beareaucratic Max Weber organisaitons need to operate rationally

7.2.3. Administrative Henri Fayol co-ordianating organisaitons internal activities Chester Barnard Acceptance theory of authority

7.3. Behavioural

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

7.3.2. Elton Mayo organisations as social systems Hawthorne Studies

7.4. Human Relations Movement

7.4.1. Douglas McGregor Motivations Theory X and Theory Y

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

7.5. Quantitative

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

7.5.2. Operations management managing the production and delivery of products and services

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

7.6. Contemporary

7.6.1. Systems theory view organisations as systems

7.6.2. Contigency appropriate managerial action depends on situational parameters

7.6.3. 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

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