1 / 44

ADMINISTRATIVE THEORIES

ADMINISTRATIVE THEORIES. CLASSICAL THEORY OF ORGANIZATION. THE FUTURE OF ORGANIZATIONAL THEORY. The workplace has changed considerably, and the changes are expected to continue. The new look of organizations will include the following:. Companies will shrink in size

lali
Download Presentation

ADMINISTRATIVE THEORIES

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. ADMINISTRATIVE THEORIES

  2. CLASSICAL THEORY OF ORGANIZATION

  3. THE FUTURE OF ORGANIZATIONAL THEORY

  4. The workplace has changed considerably, and the changes are expected to continue. The new look of organizations will include the following:

  5. Companies will shrink in size • Structure of organizations will change • Team-based work environment

  6. THE ELITE WORKER • New technical worker elite • Less 9 to 5 • Manager-qualifications will change

  7. PEOPLE, PURPOSE, AND PROCESS • PEOPLE • Many things in our environment contribute to our personalities, such as • Culture • Psychological. • Personal. • Social.

  8. PURPOSE • Organization’s purpose is to meet needs in: • Manufacturing • Education • Health • Retailing • Pharmaceutical • Profit/Not For Profit

  9. PROCESS • Process within the organization is defined as the way things are done. There are different processes • Communication • Decision-making • Performance • Socialization • Technology

  10. Communication Process

  11. Decision Making Process • Setting a goal. • Viewing all alternatives of achieving the goal. • Evaluating the alternatives’ • Outlining possible problem areas in each alternative. • Choosing the best alternative. • Implementing the alternative chosen. • Monitoring and obtaining feedback to see if everything is going according to plan.

  12. ORGANIZATIONAL STRUCTURES There are three main organizational structures • The informal structure • The operational structure • The formal structure

  13. ORGANIZATIONAL CULTURE • Dress Code • Language. • Power Structure • Femininity or Masculinity • Individualism or Collectivism. • Religion

  14. PATTERNS OF ORGANIZATION • Line Structure • Functional Structure • Line and Staff Structure

  15. CENTRALIZATION VERSUS DECENTRALIZATION

  16. Benefits of Decentralization • Authority is placed closer to the point of decision making. • The system is democratic. Managers can decide o matters that affect them. • It gives managers a sense of accomplishment an importance. • Decentralized organizations are more adaptive of growth. • It facilitates the process of succession by reducing the “ability-gap” between top management and subordinate managers

  17. The Downside of Decentralization • Duplication • Inefficiency with large customers • Sub-optimization • Dysfunctional competition

  18. MANAGEMENT THEORY Chapter 3

  19. FUNCTIONS OF MANAGEMENT • Planning Process • Determine the objective • Identify alternatives • Examine each possibility • Select a plan

  20. Organizing.This is the process of arranging manpower, materials and machines in such a way as to get the best results. • Directing.Helping subordinates go in the right direction. • Controlling.Managers will ensure that activities within the organization conform to plan. • Coordinating.Managers try to form a coherent unit out of separate units.

  21. MANAGEMENT STYLES

  22. Scientific Management • Division of Labor • Standardization • Technological development • Mass production

  23. Bureaucracy • Jobs are specialized. • Tasks are performed according to rules. • Individuals are accountable for what they do. • Relationships are impersonal, both to customers, and within the organization. • Employment is based on technical qualification. • Problems: • It is inflexible – Once rules are set, it takes a long while to change them. • Slow decision making process – Bureaucracy is usually associated with a hierarchical structure which means final decisions have to be made at the top. Sometimes, it is a very long way to the top.

  24. Management by Objectives (M.B.O.) • Superiors and subordinates get together to set goals that will contribute to overall company goals. • The group will set attainable objectives for the subordinates. • The group will meet at a later date to assess the amount of progress made by the subordinates towards achieving those goals

  25. MANAGEMENT PRINCIPLES

  26. Mechanistic Model • Scalar Chain of Command • There must be division of labor due to specialization. • Unity of direction • Principle of authority and responsibility

  27. Organic Model • Flat Structure • Adaptability • There are fewer rules and procedures. • Authority is decentralized. • There is less emphasis on specialization. • The organization is informal

  28. Contingency Model • This model combines some of the features of the mechanistic and the organic models. It has smaller autonomous nits within the larger unit. It is adaptive and situational. It uses whatever approach is called for in any given situation.

  29. ETHICS AND EMPLOYEE RIGHTSWITHIN THE ORGANIZATION • Corporate Due Process. • Employee Screening • Employee causes of action • Invasion of privacy • Defamation • Wrongful discharge • Emotional distress

  30. AIDS and Genetic Predisposition • Information privacy • Genetic monitoring • Genetic screening

  31. Sexual Harassment • Corporate Liability: • Management’s Responsibility • Awareness Programs: • Consequences of Sexual harassment

  32. Equal Employment and Affirmative Action • The Adverse Impacts of Affirmation Action Are That: • Equal Pay • Women in Management • Other Demographics • Obstacles • the Female Worker Include • Myths: There are some myths about the female sex. They include: • Role Encapsulation: • Stereotypes:

  33. Equal Employment and Affirmative Action

  34. MARKETING MANAGEMENT Chapter 4

  35. Definitions • Demand – is want backed by purchasing power. When you want something, and you have the money to buy it, you go into the market and demand for it to be sold to you • Products – Anything that can be offered to a market for attention, acquisition, use, or consumption that might satisfy a want or need. • Exchange – This is the act of obtaining a desired object from someone by offering something in return. What is offered may be money or other goods as in barter. • Markets – A set of actual and potential buyers of a product or service.

  36. MARKETING ORIENTATIONS • Product Orientation • Production Orientation • Sales Orientation • Consumer Orientation

  37. CONSUMER BEHAVIOR There are four major factors that influence the buying behavior of people. • Culture Factors • Social Factors • Personal Factors • Psychological Factors

  38. Cultural Factors • Culture • Social class • Sub-culture

  39. Social Factors • Reference groups • Family • Roles and status

  40. Personal Factors • Age and life cycle stage • FAMILY LIFE CYCLE • Bachelor • Newly married, young with no children • Full nest I: Youngest child I under six • Full nest II: Youngest child is six or over • Full nest III: Older couple with dependent children • Empty nest I: Older couple, no children living with them, • Head of the household is still in the labor force • Empty nest II: Older couple, no children living at home, head • Of household is retired • Solitary survivor in the labor force • Solitary survivor is retired

  41. Personal Factors contd.. • Occupation • Economic circumstances • Life style • Personality and self-concept Achievement Dominance Adaptability Emotional Stability Affiliation Order Aggressiveness Self-confidence Autonomy Sociability Deference

  42. Psychological Factors • Motivation • Perception • Selective stimuli • Selective distortion • Selective retention • Learning • Beliefs and attitudes

  43. MARKET SEGMENTATION • Purchasing • Demographics • Psychographics • Geography. • Purchasing Orientation • Innovators • Early adopters • Early majority • Late majority • Laggers

  44. Characteristics of a Market Segment • Measurability • Accessibility • Actionability • Substantiality

More Related