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describe what management is
Getting work done through others, Efficiency & Effectiveness
getting work done with a minimum of effort, waste, or expense
accomplishing tasks that help fulfill organizational objectives
explain the four functions of management
Planning, Organizing, Leading, & Controlling
Planning is decribed as
determining organizational goals and a means for achieving them
Organizing is decribed as
deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company
Leading is decribed as...
inspiring and motivating workers to work hard to achieve organizational goals
Controlling is described as...
monitoring progress toward goal achievement and taking corrective action when progress isn’t being made
describe different kinds of managers
Top Managers, Middle Managers, First-Line Managers, Team Leaders
Top Managers are...
- CEO, COO, CFO, CIO
- Responsible for: overall direction of the organization, creating a context for change, monitoring the business environment
Develop employees’ commitment to and ownership of company performance
Create a positive organizational culture through language and action
Middle Managers are...
- •Plant manager, regional manager, divisional manager
- •Set objectives consistent with top management’s goals
- •Implement subunit strategies for achieving objectives
- •Plan and allocate resources to meet objectives
- •Coordinate and link groups, departments, and divisions
- •Monitor and manage subunits and individual managers
First-Line Managers are...
- Office manager, shift supervisor, department manager
- Train and supervise the performance of nonmanagerial employees
- Teach entry-level employees how to do their jobs
- Encourage, monitor, and reward employees’ performance
- Make detailed schedules and operating plans
- Facilitate team activities toward accomplishing a goal
- Help team members plan and schedule work, learn to solve problems, and work effectively with each other
- Manage internal and external relationships
explain the major roles and subroles that managers perform in their jobs
Interpersonal Roles, Informational Roles, Decisional Roles
Examples of Interpersonal Roles are...
- –managers perform ceremonial duties
- –managers motivate and encourage workers to accomplish organizational objectives
- –managers deal with people outside their units
Examples of Informational Roles...
- –managers scan their environment for information and receive unsolicited information
- –managers share information with subordinates and others in the company
- –managers share information with people outside of the company
Examples of Decisional Roles
- –managers adapt themselves, their subordinates, and their units to change
- Disturbance handler
- –managers respond to problems so severe that they demand immediate action
- Resource allocator
- –managers decide who will get what resources and in what amounts
- –managers negotiate schedules, projects, goals, outcomes, resources, and employee raises
explain what companies look for in managers
Technical skills, Human skills, Conceptual skills, Motivation to manage
Describe Motivation to manage
an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively with others, tell others what to do, reward good behavior, punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks
discuss the top mistakes that managers make in their jobs
- 1.Insensitive to others: abrasive, intimidating, bullying style
- 2.Cold, aloof, arrogant
- 3.Betray trust
- 4.Overly ambitious: thinking of next job, playing politics
- 5.Specific performance problems with the business
- 6.Overmanaging:unable to delegate or build a team
- 7.Unable to staff effectively
- 8.Unable to think strategically
- 9.Unable to adapt to boss with different style
- 10.Overdependent on advocate or mentor
describe the transition that employees go through when they are promoted to management
- Initially, managers believed their job was to exercise formal authority and manage tasks
- After 6 months…
- •Managers were surprised by pace and workload
- •Realized subordinates wanted help solving problems they couldn’t solve
- After 1 year…
- •Realized that people management is most important
explain how and why companies can create competitive advantage through people
- What separates top-performing companies from competitors is how they treat their workforces.
- Companies that invest in their people create long-lasting competitive advantages that are difficult for other companies to duplicate.
- Managers influence customer satisfaction through employee satisfaction.