Chapter 1 Flashcards
Why are managers important?
Managers are important because:
* organizations need their managerial skills and abilities;
* They are critical to get things done;
* of the relationship between employees and their direct supervisors (managers).
* Need their managerial skills and abilities, from small to large organizations, private and public sectors need managers
* They are critical to get things done, working through other people to get things done, orgs can be tightly controlled or flexible
* The relationships between employees and their direct supervisors (managers), a good manager can really make the work experience worthwhile and keep you around longer
Who is a manager?
A manager is:
Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
Managers meet their personal needs, goal congruence; an alignment of the needs of the manager and the goals of the company
Continuing on what a manager is?
Coordinate work activities to achieve organizational goals
Their actions are affected by both the internal culture of the organization and the constraints of the external environment – including the global environment
The actions of managers are constrained by culture of an organization, in extreme circumstances they can challenge the culture, but this should usually be the last resort
Managerial Levels?
Top managers: CEO, CFO, COO
Middle managers: People between top and first line managers
First-line managers: Supervisors
Nonmanagerial employees: The employees that need to work alongside the customers
Where do managers work?
An organization defined:
A deliberate arrangement of people who act together to accomplish some specific purpose
Diagram of 3 circles that overlap, we have Distinct Purpose, Deliberate Structure, and People.
The size of Organizations explained?
Managers and employees work in a variety of different sized organizations:
Large organizations (250 employees or more) represent only 2% of the organizations in Canada
Small business (less than 50 employees) and medium sized (50 to 249 employees) represent 98% of all Canadian companies
Managerial concerns: Efficiency, Effectiveness, Ethics
Efficiency - “Doing things right”
Getting the most output from the least amount of inputs.
Effectiveness - “Doing the right things”
Completing activities so that organizational goals are achieved.
Deal with complicated ethical and social responsibility issues as they plan, organize, lead and control.
Companies are expected to play a positive role in society, they need to have a positive impact on communities.
What do managers do?
Management Functions:
According to the Functions Approach:
Managers perform certain activities or duties as they efficiently and effectively coordinate the work of others.
Management Functions Henri Fayol?
Henri Fayol first proposed that all managers perform five functions:
Planning
Organizing
Commanding
Coordinating
Controlling
Management now vs Henri Fayol
Most management books now use a four function model:
Planning
Organizing
Lead
Control
Planning: Define goals, establish plans and develop good habits to execute later, when you have a plan you should also be flexible, to have an idea of what you need to do and how to adapt when things go not according to plan, planning also falls into a scope, CEO plans differently than basic employee
Organizing: What needs to be done and how it will be done
Leading: Directing and motivating people involved in the organization
Controlling: Monitoring the activities to ensure things are going as planned
Deming wheel concept?
This is the PDCA Cycle:
Plan
Do
Check
Act
Another perspective for what managers do?
Another perspective for what managers do:
Management Roles Approach (Henry Mintzberg):
3 Categories of roles:
Interpersonal roles - Figurehead, lead, liaison
Informational roles - Monitor, disseminator, spokesperson
Decisional roles - Entrepreneur, disturbance handler, resource allocator, negotiator
What Is Management and What Do Managers Do? Management Skills Approach
Management Skills Approach (Robert Katz):
Technical Skills - Knowledge and proficiency in a specific field
Human Skills - The ability to work well with other people
Conceptual Skills - The ability to think and conceptualize about abstract and complex situations
Technical skills are used more at the lower level management as they deal with new learning employees hands on.
Every manager has to have human skills
What are managers everywhere are dealing with?
Managers everywhere are dealing with:
Corporate Ethic Scandals
Social responsibility
Diverse workforce
Globalization
