Managers Flashcards

1
Q

What are the types of managers?

A

Top managers, middle managers, first line managers, team leaders

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2
Q

What do top managers do?

A
  • Oversee the overall direction of the organisation
  • Create a context of change by forming a long-range vision or mission for the company
  • Develop employees’ commitment to and ownership of the company’s performance.
  • Create a positive organisational culture
  • Monitor their business environments
  • Plan 3-5 years out
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3
Q

What do middle managers do?

A
  • Set objectives consistent with the top management’s goals and plan and implementing subunit strategies for achieving those objectives
  • Coorordinate and link groups, departments and divisions within a company
  • Monitor and manage the performance of the subunits and individual managers who report to them
  • Implement changes or strategies dictated by top management
  • Plan 6-18 months out
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4
Q

What do first-line managers do?

A
  • Manage the performance of entry-level employees
  • Encourage, monitor and reward the performance of their workers
  • Make detailed schedules and operating plans based on middle management’s intermediate-range plans
  • Plan 2-4 weeks out
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5
Q

What do team leaders do?

A
  • Facilitate team activities towards goal accomplishment
  • Facilitate team performance. This doesn’t mean they
    are responsible for team performance.
  • Manage external relationships. Act as a bridge
    between their teams and other teams, departments and divisions in a company
  • Responsible for internal team relationships.
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6
Q

What are the types of managerial roles?

A

Interpersonal, Informational and decisional

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7
Q

What are the interpersonal managerial roles?

A

Figurehead and leader and liaison roles

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8
Q

What are the informational managerial roles?

A

Monitor, disseminator and spokesperson roles

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9
Q

What are the decisional managerial roles?

A

Entrepreneur, Disturbance handler, resource allocator and negotiator roles

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10
Q

What is the figurehead role?

A

An interpersonal role when managers perform ceremonial duties

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11
Q

What is the leader role?

A

An interpersonal role when managers motivate and encourage workers to accomplish organisational objectives

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12
Q

What is the liaison role?

A

An interpersonal role when managers deal with people outside their units

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13
Q

What is the monitor role?

A

An informational role when managers scan their environment for information

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14
Q

What is the spokesperson role?

A

An informational role when managers share information with people outside their departments or companies

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15
Q

What is the entrepreneur role?

A

A decisional role when managers adapt themselves, their subordinates and their units to change

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16
Q

What is the negotiator role?

A

A decisional role when managers negotiate schedules, projects, goals, outcomes, resources and employee raises

17
Q

What are the managerial attributes?

A

Technical skills, human skills, conceptual skills & motivation to manage

18
Q

What are technical skills and who are they most important for?

A
  • The ability to apply the specialised procedures, techniques and knowledge to get the job done
  • Most important for team leaders and lower level managers
19
Q

What are human skills and who are they most important for?

A
  • The ability to work well with others

- Important to all levels of management

20
Q

What are conceptual skills and who are they most important for?

A
  • The ability to see the organisation as a whole, understand how the different parts affect each other and recognise how the company fits into or is affected by its environment
  • More important to higher level managers
21
Q

What is motivation to manage and who is it most important for?

A
  • The motivation to manage the work of others

- Most important to higher level managers

22
Q

What are derailer attributes?

A
Insensititvity to others
Cold,aloof, arrogant
Trust betrayal
Overly ambitious
Specific performance problems
Overmanaging: unable to delegate or build a team
Inability to staff effectively
Inability to think strategically
Inability to adapt to boss with different style
Overdependence on advocate or mentor
23
Q

What are management practices in top performing companies?

A
  • 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