Management Flashcards
Getting work
done through
others
*Efficiency
*Effectiveness
management
Management functions:
Planning
Organising
Leading
Controlling
Determining organisational
goals and a means for
achieving them.
Planning
Where will decisions be made?
Who will do what jobs and tasks?
Who will work for whom?
Organising
Inspiring and motivating
employees to work hard to
achieve organisational goals.
Leading
Monitoring progress toward goal
achievement and taking
corrective action when needed.
Controlling
The control process
- Set standards to achieve goals
- Compare actual performance to standards
- Make changes to return performance to standards
Types of managers
Top managers
Middle managers
First-line managers
Team leaders
Types of top managers
CEO
COO
CFO
Create a context for change
Develop commitment and ownership in employees
Create a positive organisational culture through language and action
Monitor their business environments
Top managers
Types of middle managers
General manager
Factory manager
Set objectives consistent with top management’s goals
Plan and implement sub-unit strategies for achieving those objectives
Monitor and manage the performance of sub-units and managers who report to them
Coordinate and link groups, departments and divisions within a company
Implement changes or strategies generated by top managers
Middle managers
Types of first-line managers
Office manager
Shift supervisor
Department manager
Manage the performance of entry-level employees
Encourage, monitor and reward the performance of
workers
Make detailed schedules and operating plans based on middle-management’s intermediate-range plans
First-line managers
Types of team leaders
Team leader
Team contact
Group facilitator
Facilitate team performance
Manage external relations
Facilitate internal team relationships
Team leaders
Mintzberg’s managerial roles
Interpersonal
Informational
Decisional
Interpersonal roles
Figurehead
Leader
Liaison
Informational roles
Monitor
Disseminator
Spokesperson
Decisional roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
performs ceremonial duties
Figurehead
motivates and encourages workers to
accomplish objectives
Leader
deals with people outside their units
Liaison
scans their environment for information
Monitor
shares information with others in their
company
Disseminator
shares information with others outside
their department or company
Spokesperson
adapts to incremental change
Entrepreneur
responds to problems that
demand immediate attention and action
Disturbance handler
decides who gets what resources
Resource allocator
negotiates schedules, projects, goals,
outcomes, resources and raises
Negotiator
Skills companies look for in managers
Technical skills
Human skills
Conceptual skills
Motivation to manage
Skills are more or less important at different levels of management
true
Common mistakes
managers make
Insensitive to others
Cold, aloof, arrogant
Betrayal of trust
Overly political and ambitious
Unable to delegate or build a team
Management practices in top performing companies:
Employment security
Selective hiring
Self-managed teams and decentralisation
High wages contingent on organisational performance
Training and skill development
Reduction of status differences
Sharing information
