Module 1 Flashcards
Management
getting work done through others (delegation of work)
What do manager’s have to be concerned with?
Efficiency and Effectiveness
Effciency
is getting work done with minimal effort, expense or waste
Effectiveness
accomplishing tasks that help fulfill organization objectives such as customer service and satisfaction.
Motivation to manage
am assessment of how enthusiastic employees are about managing the work of others
What type of skills do manager’s need to possess
technical skills, human skills, conceptual skills, motivation to manage
Technical Skills
the specialized procedures, techniques, and knowledge required to get the job done
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 one another, and recognize how the company fits into or is affected by its environment
What are the Management functions?
Planning, organizing, leading controlling
Planning
a. Involves determining organization goals as well as means for achieving the
b. Encourages workers to
i. Work harder for extended periods of time
ii. Engage in behaviours that will accomplish goals
- - think in better ways to do their jobs
-determining organizational goals and
means for achieving them
organizing
Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company.
leading
Involves inspiring and motivating employees to work hard to achieve organizations goals.
controlling
Involves monitoring progress toward goal achievement and taking corrective action when progress isn’t being made.
What kind of manager’s are there?
Top Managers, Middle Manager’s, First Line Manager’s, Team Leader’s
Top Manager’s
§ Hold positions like CEO COO CFO or CIO, and are responsible for the overall direct of the organization.
§ Develop employees commitment and ownership of the company’s performance.
§ Must create positive organizational culture
Set companies values, strategies, and lessons through what they do and say to others both inside and outside of the company.
Middle Manager’s
§ Plant manger, regional manger, or divisional manger
§ Setting objects consistent with top managements goals and to planning an implementing subunit strategies to achieve those objectives.
§ Allocate resources
§ Coordinate and link groups, department and divisions within the company.
§ Monitor and mange the performance of subunits and of individual managers
Responsible for implementing the changes or strategies generate by top managers.
First Line Manager’s
Nonmanagerial worker supervision
Teaching and training
Scheduling
Facilitation
Team Leader’s
Facilitation
External relationships
Internal relationships
What managerial role’s?
Interpersonal
Informational
Decisional
Interpersonal Role
§ Figurehead role –> perform ceremonial duties like greeting company visitors, speaking at the opening of a new facility, or representing the comnay at a community lucheon to support local charities
§ Leader role--> mangers motivate and encourage workers to accomplish organization objectives
Liaison role –> mangers deal with people outside their units.
Informational Role
§ Monitor role –> mangers scan their environment for information, actively contact others for information and, because of their personal contacts, receive a great deal of unsolicited information. (news, email)
§ Disseminator role –> mangers share the information tey have collected with their subordinats and others in the company
Spokesperson
Decisional Role
§ Entrepreneur role –> mangers adapt themselves, their subordinates and their units to change.
§ Disturbance handler role –> managers responder to pressures and problems os sver that they demand immediate attention and action – failing company hires new CEO to turn things around.
Resources allcator role –> mangrs decide who will get what resources and how muc of each resource they will get.
Negotiator role - mangers may negotiate schedules, projects, goals, outcomes, resources, and employee wages.
Mistakes that Manager’s make
§ Speicfic business problems § Insensitivity § Cold, aloof, arrogant § Betrayed trust § Over managing, failing to delegate § Over ambitious § Failed to staff effectively § Unable to think strategically § Unable to adapt to a boss with a different style
-Over dependent on an advocate or mentor.
