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Transcript of Management
![Page 1: Management](https://reader034.fdocuments.us/reader034/viewer/2022050808/5477d8a8b4af9fc36b8b459d/html5/thumbnails/1.jpg)
Chapter 15
The Transferability
of Management
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Definition of terms
• Concepts -are generally accepted
ideas or thought about management
• Principles -refers to the fundamental or
general truths of management
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Definition of terms (con’t)
• Theories -are systematic syntheses of
concepts and principles
• Practice -the application of
management theory to reality in the light of situations
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The need for Management Theory and practice
“We view management as the single most critical activity in connection with economic progress..” – Farmer and Richman
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Two opposing views
• Culture – Bound Theory
- Gonzales and McMillan• Culture – Free Theory - Haire, Ghiselli & Porter - Harbison and Myers - Flores
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What is transferable?
• Science -organized body of fundamental
knowledge as expressed in basic concepts, theories, and principles.
• Art -the application of these basic
concepts, theories and principles to a given situation.
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Management and the Environment
• Farmer – Richman Model
-Educational Variables -Sociological – Cultural
Variables -Legal Political Variables -Economic Variables
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Farmer – Richman Model
External Variables-Educational-Sociological-Cultural-Legal-Political-Economic
Elements of the Management
Process-Planning-Organizing-Staffing-Directing-ControllingPolicy making in operating
ManagementAnd
Managerial Effectiveness
System Efficiency Firm Efficiency
Determine
Determine
AFFECT
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Negandhi – Estefan ModelMANAGEMENT
PHILOSOPHYManagement attitude
towards:
-employees-consumers-suppliers-stockholders-government-community
ENVIRONMENTAL FACTORS
-Socio-Economic-Educational-Political-Legal and Cultural
MANAGEMENT PRACTICES
-Planning-Organizing-Staffing-Motivating and Directing-Controlling
Management Effectiveness
Enterprise Effectiveness
AFFECT
Affect
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Koonts Model Management Science-Concepts-Principles-Theory-Knowledge of General Application
EnterpriseFunction Science
-Marketing-Engineering-Production-FinanceHuman and Material
Resources
External Environment-Educational-Political-Legal-Economic--Technological-Sociological-Ethical
Non-Management Practices
-Marketing-Engineering-Production-Finance
Management Practices
-Approaches-Techniques-Objectives-Policies-Programs
Enterpris
eEffectiveness Effectiveness
due to management
factors
Effectiveness due to
management factors
AFFECT
AFFECT
Affect
AFFECT
Dueto
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Chapter 16
InternationalManagement
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• Exportation of goods and services
• Granting and Licensing agreement for producing foods
• Involvement of joint ventures
• Engaging in Management Contracts
• Setting up of wholly owned subsidiaries
The Need for International Managers
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Managing International Operations
• Planning -the process of setting the
objectives to be accomplished by an organization during a future time period and deciding on the methods of reaching them
• Organizing -the process of grouping and
assigning activities and providing the necessary authority to carry out the activities
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• Staffing -refers to the task of filling
positions with the most qualified people
•Motivating -getting people to contribute
their maximum effort towards the attainment of organizational activities
• Controlling -is the management activity
for ensuring the achievements of an organization’s objectives
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Manager’s Role• First-he should never assume that western
methods are automatically superior
• Second-he should undertake an analysis of
possible problem areas…
• Third-he should develop techniques that
carefully dovetail with local situation and culture.
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Chapter 17
Japanese Management :An Analysis
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Different Areas
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Corporate Paternalism
• oyabun (employer) -a person with a status of
oya(parent)• kobun (employee) - a person with a status of
ko(child)
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1. Pre-Employment Training Program
2. New Employee Training Program
a. Orientation b. Work Experience c. Residency
Employment “Indoctrination” Training
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• One of the ingredients of Japanese Managerial success
• Gives employees a sense of security
Employment for Life
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• Prevents young people from becoming managers in Japanese companies.
• Pay is not set by kind of work done by the employee.
Seniority, Promotion, Pay
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Collective Decision Making
• Decisions are generated from top to bottom
• Ringi -a decision making which begins
with a manager at a lower organization level sending out his decisions to his superiors
• Ringisho -document drafted by the
manager where he describes the matter to be decided and his recommendations
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Quality Control Circles
• Performance - factor that has been
responsible for the extraordinary success of Japan• Works from bottom up
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Government Support of Business
• MIT I(Ministry of International Trade and Industry)
-sets goals for specific industries and gives directions to much of Japan’s economic growth.
• Bank of Japan• Government’s Tax System
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Japanese Propensity for Saving
• Japanese squirrel away 17% of their income in
savings account.
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Kaizen
• On-going improvement• Aims for Total Quality of
product, process and people
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~END~