Chapter 2 Flashcards
Organisations
Collection of people who work together and coordinate their actions to achieve a variety of goals or desired future outcomes
A Manager
Responsible for supervising and making the most out of human and other resources to achieve the organisation’s goals
Management
The planning, organising, leading and control of human and other resources to achieve organisational goals efficiently and effectively
Organisational performance
The measure of how efficiently and how effectively a manager uses resources to satisfy customers and achieve organisational goals
Efficiency
A measure of how well or how productively resources are used to achieve a goal
Doing things right
Effectiveness
A measure of the appropriateness of the goals an organisation is pursuing and the degree to which they achieve it.
Doing the right things
The four essential managerial tasks that determine performance level
Planning, organising, leading, controlling
The four essential managerial tasks: Planning
-Managers identify and select appropriate
organisational goals and courses of action. -They develop strategies for how to achieve
high performance
Three steps:
1. Deciding which goals to pursue
2. Deciding which strategies to adopt
3. Deciding how to allocate resources
The four essential managerial tasks: Organising
Structuring working relationships so organisational members interact and cooperate to achieve goals.
- The outcome is organisational structure
Organisational Structure
A formal system of task and reporting relationships that coordinate and motivate members to achieve organisational goals.
The four essential managerial tasks: Leading
Managers communicate the organisation’s clear vision for the organisational members to accomplish
- Energizes and enables employees to
understand the role they play - Encourages employees to perform at a
high level - Leads to a committed, motivated
workforce.
The four essential managerial tasks: Controlling
Managers evaluate how well the organisation has achieved its goals and take corrective actions to maintain or improve performance
Outcome:
- the ability to measure performance
accurately and regulate organisational
effectiveness and efficiency
Mintzberg shows that:
Management is often chaotic, marked by quick decisions in a tense, emotional environment. Quick responses to situations are an important aspect of managerial action.
Decisional managerial roles:
Entrepreneur:
- Commit resources to develop innovative
goods and services
Disturbance handler:
- Quickly take corrective action to deal with
external problems.
Resource allocator:
- Allocate resources among different tasks
and departments
Negotiator:
- work with other organisations to establish
agreements
Interpersonal managerial roles:
Figurehead:
- Outline future organisational goals to
employees
- Open a new corporate headquarters
building
- State the organisation’s ethical guidelines
& principles of behaviour
Leader:
- Provide an example
- Give direct commands to subordinates
- Make decisions concerning human and
technical resources
Liaison:
- Coordinate the work of managers in
different departments
- Establish alliances between organisations
Informational managerial roles:
Monitor:
- Evaluate the performance of managers
- Watch for external and internal factors
that may affect the organisation
Disseminator:
- Inform employees about external/internal
factors that affect the organisation
- communicate to employees the
organisation’s vision and purpose
Spokesperson
- Promote new goods and services
- Inform public about the organisation’s
future intentions
First line managers
- Supervisors
They are responsible for the supervision of non-managerial employees who perform certain tasks related to the production of goods and services.
Middle managers
- Supervise first-line managers
They are responsible to find the best way to organise the organisation’s resources to achieve organisational goals.
Top managers
-They are responsible for the performance
of all departments
-Establish organisational goals
-Ultimately responsible for the
success/failure of an organisation
CEO (chief executive officer)
-The most senior manager
-All top managers report to the CEO
COO (chief operating officer)
Top managers who are being groomed to assume CEO responsibilities
The amount of time managers spend on the four managerial tasks:
The amount of time spent planning and organising increases as they ascend the hierarchy
Top managers: mostly planning and organising
Lower positions: mostly leading and controlling
Conceptual skills
The ability to analyse and diagnose a situation and to distinguish between cause and effect.
-Top managers require the best conceptual
skills
-About seeing the bigger picture
Human skills
-The ability to understand, alter, lead and
control the behaviour of other
individuals/groups
-Being able to empathise, communicate,
motivate and coordinate individuals sets
you apart
