Chapter 1 Management Flashcards
Management
Getting work done through others
Efficiency
Getting work done with a minimum of effort,expense, or waste
Effectiveness
Accomplishing tasks that help fulfill organization objectives
Planning
Determining organizational goals and a means for achieving them
Organizing
Deciding where decisions will be made, who will do what jobs and 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
Top managers
Executives responsible for the overall direction of the organization
Top managers
Creating context for change, developing attitudes of commitment and ownership, creating a positive organizational culture through words and actions, monitoring their companies business environments.
Middle managers
Responsible for setting objectives consistent with top managements goals and for planning and implementing subunit strategies for achieving these objectives
Middle managers
Responsible for planning and allocating resources, coordinating and linking groups and departments, monitoring and managing the performance of subunits and managers, and implementing the changes or strategies generated by top managers
First-line managers
Responsible for managing the performance of nonmanagerial employees, teaching entry level employees how to do their jobs, and making detailed schedules and operating plans based on middle managements intermediate range plans
Team leaders
Managers responsible for facilitating team activities toward goal accomplishment
Team leaders
Responsible for facilitating team performance, fostering good relationships among team members, and managing external relationships
Interpersonal Roles
Figureheads, leaders, liaisons
Informational roles
Monitors, disseminators, spokespeople
Decisional Roles
Entrepreneurs, disturbance handlers, resource allocators, negotiators
Figurehead Role
The interpersonal role managers play when they perform ceremonial duties
Leader Role
The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives
Liaison Role
The interpersonal role managers play when they deal with people outside their units
Monitor Role
The informational role managers play when they scan their environment fir information
Disseminated role
The informational role managers play when they share information with others in their departments or companies
Spokesperson role
The informational role managers play when they share information with people outside their department or company
Entrepreneur Role
The decisional role managers play when they adapt themselves, their subordinates, and their units to change
Disturbance Handler Role
The decisional role managers play when they respond to severe pressures and problems that demand immediate action
Resource Allocator Role
The decisional role managers play when they decide who gets what resources and in what amounts
Negotiator Role
The decisional role managers play when they negotiate schedules,projects,goals,outcomes,resources, and employee raises
Technical Skills
The specialized procedures, techniques, and knowledge required to get the job done
What companies look for in managers
Technical skills, human, conceptual, motivation to manage
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
Managers initial expectations
Be the boss,formal authority,manage task,job is not managing people,
After six months as a manager
Initial expectations were wrong, fast pace, heavy workload, job is to be a problem solver and troubleshooter for subordinates
After year as Manager
No longer a doer, communication, listening, and positive reinforcement, learning to adapt and control stress, job is people development
Top ten Mistakes managers make
- Insensitive to others:abrasive,intimidating,bullying style
- Cold,aloof,arrogant
- Betrays Trust
- Overly Ambitious:thinking of the next job, playing politics
- Specific performance problems within the business
- Overmanaging: unable to delegate or build a team
- unable to staff effectively
- unable to think strategically
- unable to adapt to boss with different style
- Over dependent on advocate or mentor
Competitive Advantages through people practices
Employment security, selective hiring, self-managed teams and decentralization, high wages contingent on organizational performance, training and skill development, reduction of status differences, sharing information
Competitive Advantage through people
Helps develop workforce’s that are smarter, better trained, more motivated, and more committed than those of the competitors and produces substantial advantages in sales revenues, profits, stock market returns, employee and customer satisfaction
