Chapter 2 The World Of Management Flashcards
Effectiveness
Effectiveness involves achieving the right goals not only producing products, but producing products with high-quality in a timely manner
Efficiency
Efficiency is related to the amount of resources expended in accomplishing goals
Technical skills
Technical skills are specific, learned knowledge. The knowledge could be acquired through education, or experience on the job
Human skills
Human skills relate to the ability to work with others, communicate well, and make requests in a manner that will motivate employees rather than offend them
Conceptual skills
The use of conceptual skills give managers a mental map of the organization and what impacts it.
Henri Fayol’s view of management
Henri Fayol spent many years as a senior manager and a French company. In 1916 he wrote down his views on management. He believed that managers perform five functions; planning, organizing, commanding, coordinating, and controlling
Planning function
The planning function identifies the direction and purpose for the organization. It is also the starting point
The organizing function
The organizing function is the pattern of relationships among workers. At lower levels it is the layout of work and hiring employees. It also refers to the grouping of people into larger units and departments.
Leading function
Reading involves making the plans and structures work as designed. Employees must be motivated, directed, and encouraged to follow the plan and structure to reach the desired outcome
Controlling function
Controlling is assessing whether work has been done in a manner that is consistent with the previous functions. Managers need to measure performance in different ways to determine the degree to which calls are being changed.
Henry Mintzberg’s model of managerial work
In this model managers have three broad categories of behavior. These categories are information rolls, interpersonal rolls, and lower rolls
Informational rolls
Informational rolls include the monitor, the disseminator, the spokes person
Monitor
What a manager engages in the monitor role he must take in information and prioritize it. Is the it important enough to require action, how soon? If it is important, then with whom should it be shared?
The disseminator roll
This role requires that a manager determine how and with whom vital information should be shared
Spokesperson roll
The spokes person is required to give information to people outside the organization. Especially at higher levels, managers in the spokesperson will often give statements to the press an emergency or crisis
The leader role
Leaders engage in activities to motivate, develop, and direct subordinates
Liaison roll
The liaison builds and establishes a network of contacts and relationships with others for future use
Figurehead roll
Engaging in the figurehead wrong occurs when a manager meets visitors, signs documents, and presides over celebrations and ceremonies. These are often more of a symbolic roll or status
Entrepreneur roll
The role of the entrepreneur involves the initiation of your activities or plan to change.
Disturbance handler roll
This role deals with resolving problems. It is less plans and proactively entrepreneurial roll
Resource allocator role
Managers decide who will get what resources and if some will be diverted from one activity to another.
Negotiator roll
Ledgers often have discussions to balance conflicting concerns and priorities amongst groups. Negotiations about work standards, deadlines, starting projects, and budgets all occur
Four functions of management
For functions of management are planning, organizing, leading, controlling.
