In this first post, I will talk about the first chapter of the book and how it introduces types of management, manager roles and different perspectives. 

    Management comes from the Latin term gestione, and configures the act of administering or managing resources, people or any object that can be administered for some purpose: either for their own benefit or for an entity. It means to plan, organize, direct and control, in other words. In a simplified way to better understand what a manager does within the organization. In this chapter, we learn about how dynamic the world has become and how this reflects on the skills and decision-making of managers. 

    Organizations are deliberately planned to achieve a certain objective and form social units with their own needs and interests. Action or effect of organizing; act or result of organizing. Structural formation of what makes up a living being or what constitutes a system; Group of people who have the same interests; Association. Institution intended to carry out acts in the political, social and economic spheres. Organization is a combination of individual efforts, added to material, technological, administrative and financial resources, in order to achieve collective purposes. They are characterized by the existence of the social division of labor, planning, objectives that justify the very purpose of their existence, in addition to a hierarchical and rationalized power structure. The impact of good management is undeniable: good organizations have a crucial impact on society. 

    The way in which organizations can achieve their goals is through effectiveness or efficiency. The difference between effectiveness and efficiency is that effectiveness refers to doing the right task, completing activities, and achieving goals. Efficiency is about doing things optimally, faster, or with less expense. 

Reference:

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    To achieve their goals within the organization, people need and appreciate the type of leader who listens to them and values good relations in the work environment. Managers have complex roles that require a variety of skills. The most fundamental are communication and interpersonal skills. It is necessary to make clear what is expected of the employee, the function performed or how to get around a daily problem. In addition, it is essential to know how to deal in a gentle way with the most different personalities, temperaments, and previous experiences. Which can become or seem very stressful and exhausting for some managers, as decision-making and personal relationships are not exact sciences. The manager, unlike the common employee, has the goals achieved by the actions of the other employees. That is, in addition to knowing how to make decisions, coordinate, and deal with interpersonal issues, leaders need to learn how to request in a precise and pleasant way, so that their goals are achieved through third parties. 

    The Classical Management Theory was conceived by Henri Fayol. It is characterized by the emphasis on organizational structure, the vision of the Economic Man and the search for maximum efficiency. It suffered criticisms such as the manipulation of workers through material and salary incentives and the excessive unity of command and responsibility. 

    In 1911 Taylor invented the “Scientific Organization of Work” - a subfield of the classical perspective - which, in his view, should increase productivity by reducing the “idleness” of workers. He was convinced of a “friendly cooperation” between the boss and the workers to increase production, as this would make it possible to simultaneously accelerate the benefits of one and the gains of the other.

    Another subdivision is the bureaucratic organizations approach. Weber defines bureaucracy as the formal structuring of the organization, thus allowing the organization of human activities to achieve common goals in the long term. This definition by Weber was fundamental for other scholars outside the field of management to better interpret organizations. 

    Modern management is a mix of new ideas and classic theories that mix and allow new concepts to emerge in order to get around problems more dynamically.