MGMT Ch 1 Outline

MGMT 3141 Chapter 1

TERMS
Management: getting work done through others
Effectiveness: accomplishing tasks that help fulfill organizational objectives
Four Functions of Management: Planning, organizing, leading, controlling
Planning: determining organizational goals and a means for achieving them
Organizing: deciding where decisions will be made, who will do what jobs & tasks, and who will work for whom
Leading: inspiring and motivating workers to work hard to achieve organizational goals
Controlling: monitoring progress toward goal achievement and taking corrective action when needed
Kinds of Managers: top, middle, first-line, team leaders
Top Managers: executives responsible for the overall direction of the organization
Middle Managers: managers responsible for setting objectives consistent with top management’s goals and for planning and implementing subunit strategies for achieving those objectives
First-Line Managers: managers who train & supervise the performance of non-managerial employees, who are directly responsible for producing the company’s products or services
Team Leaders: managers responsible for facilitating team activities toward accomplishing a goal
Figurehead Role: the interpersonal role managers play when they perform ceremonial duties (greeting visitors)
Leader Role: the interpersonal role managers play when they motivate & encourage workers to accomplish organizational objectives
Liaison Role: the interpersonal role managers play when they deal with people outside of their units
Monitor Role: the informational role managers play when they scan their environment for information (reading local newspapers & WSJ)
Disseminator Role: the informational role managers play when they share information with others in their departments or companies (Facebook, emails, etc.)
Spokesperson Role: the informational role managers play when they share information with people outside their departments or companies (annual meetings with shareholders, Jobs’ speeches on new Apple products)
Entrepreneur Role: the decisional role managers play when they adapt themselves, their subordinates, and their units to change (UPS driver training methods)
Disturbance Handler Role: the decisional role managers play when they respond to serve problems that demand immediate reaction (Walmart and Katrina)
Resource Allocator Role: the decisional role managers play when they decide who gets what resources and in what amounts (recession and investing more in research and development)
Negotiator Role: the decision role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises (lawsuits)
Technical Skills: the specialized procedures, techniques, & knowledge required to get the job done
Human Skills: the ability to work well with others
Conceptual Skills: the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment
Motivation to Manage: an assessment of how enthusiastic employees are about managing the work of others

NOTES
Top manager (long-term goal) responsibilities include:
creating a context for change (missions),
develop employee commitment to and ownership of the company’s performance,
create a positive organizational culture through language and action,
and are responsible for monitoring their business environments

Three Responsibilities of Middle Management( intermediate-term goal):
1. to plan & allocate resources to meet objectives
2. to coordinate & link groups, departments, and divisions w/in a company
3. to monitor & manage the performance of the subunits and individual managers who report to them

Three Managerial Roles:
1. interpersonal roles
a. figurehead role
b. leader role
c. liaison role
2. information roles
a. monitor
b. disseminator
c. spokesperson
3. decisional roles
a. entrepreneur
b. disturbance handler
c. resource allocator
d. negotiator
Mistakes Managers Make
-insensitive, abrasive, intimidating, & bullying
-being cold, aloof, or ignorant (being “too smart”)
-betraying trust (making others look bad by not following through w/out warning)
-being overly political and ambitious (forgetting ppl & only worry about tasks)
-most fatal: failing to quit being hands on & just get work done through others

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