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Management > Week 1 - Chapter 1, What is Management > Flashcards

Week 1 - Chapter 1, What is Management Flashcards

1
Q

What is management

A

Getting work done through others, effectively and efficiently.

“my job is to make sure, everybody is enabled to do what they do well”

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2
Q

efficiency

A

getting work done with a minimum of effort, expense or waste.

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3
Q

effectiveness

A

accomplishing tasks that help fulfil organisational objectives.

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4
Q

Fayol observation and google finding

A

administrative ability, or management, is key to an organisations success

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5
Q

What are the four functions of management, drawn from Fayol

A

Planning
Leading
Organising
Controlling

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6
Q

Function 1 - Planning

A

Determining Organisational goals and a means for achieving them. see also chpt 5, 6, 7, 8

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7
Q

Function 2 - Organising

A

Deciding where decisions will be made, who will do what jobs and tasks and who will work for whom. see also chpt 9,10,11

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8
Q

Function 3 - Leading

A

Inspiring and motivating employees to work hard to achieve organisational goals. see also chpt 12,13,14

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9
Q

Function 4 - Controlling

A

Monitoring progress towards goal achievement and taking corrective action when needed. see also chpt 15,16,17

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10
Q

Types of Managers

A

Top Managers
Middle Managers
First-line managers
Team Leaders

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11
Q

Manager type - top manager roles

A 
CEO 
CIO 
COO
CFO
Corporate heads 
Vice-President
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12
Q

Manager type - top manager responsibilities

A

Change - create context & implementation
Commitment - by employees
Culture - ensure positive culture
Environment - internal & external

(goals typical of a few years)

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13
Q

Manager type - top manager by definition

A

executives responsible for the overall direction of the organisation.

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14
Q

Manager type - Middle manager positions

A

General Manager
Plant Manager
Regional Manager
Divisional Manager

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15
Q

Manager type - Middle manager by definition

A

managers responsible for setting objectives consistent with top managements goals and for planning and implementing subunit strategies for achieving these objectives.

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16
Q

Manager type - Middle manager responsibilities

A 
Resources 
Objectives 
Coordination 
Subunit performance 
Strategy Implementation 
(goals typical of 18 months)
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17
Q

Manager type - First line manager by definition

A

Managers who train and supervise the performance of non-managerial employees, who are directly responsible for producing the companies products or services.

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18
Q

Manager type - First line manager positions

A

Office Manager
Shift Supervisor
Department Manager

19
Q

Manager type - First line manager responsibilities

A 
Non managerial worker supervision 
Teaching & Training 
Scheduling 
Facilitation 
(short term goals eg 2 weeks)
20
Q

Manager type - Team Leaders by definition

A

managers responsible for facilitating team activites toward goal accomplishment.

21
Q

Manager type - Team Leader positions

A

Team leader
Team contact
Group facilitator

22
Q

Manager type - team leader responsibilities

A

Facilitation
external relationships
internal relationships

23
Q

Managerial roles - 3 x roles fullfilled by all managers when doing their jobs

A

Interpersonal Roles
Informational Roles
Decisional Roles

24
Q

Managerial Role - Interpersonal

A

Figurehead
Leader
Liaison

25
Q

Managerial Role - Interpersonal sub role: Figurehead

A

the interpersonal role managers play when they perform ceremonial duties (represent)

26
Q

Managerial Role - Interpersonal sub role: Leader

A

the interpersonal role managers play when they motivate and encourage employees to accomplish organisational objectives

27
Q

Managerial Role - Interpersonal sub role: Liaison

A

the interpersonal role managers play when they deal with people outside their units

28
Q

Managerial Role - Informational

A

Monitor
Disseminator
Spokesperson

29
Q

Managerial Role - Informational sub role: Monitor

A

the informational role managers play when they scan their environment for information

30
Q

Managerial Role - Informational sub role: Disseminator

A

the informational role managers play when they share information with others in their departments or companies.

31
Q

Managerial Role - Informational sub role: Spokesperson

A

the informational role managers play when they share information with people outside of their departments or companies.

32
Q

Managerial Role - Decisional

A

Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

33
Q

Managerial Role - Decisional sub role: Entrepreneur

A

the decisional role managers play when they adapt themselves, their subordinates and their units to change.

34
Q

Managerial Role - Decisional sub role: Disturbance Handler

A

the decisional role managers play when they respond to severe problems that demand immediate action.

35
Q

Managerial Role - Decisional sub role: Resource Allocator

A

the decisional role managers play when they decide who gets what resources

36
Q

Managerial Role - Decisional sub role: Negotiator

A

the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources and employee raises.

37
Q

Manager skills looked for

A

Technical
Human
Conceptual
Motivation to Manage

38
Q

Manager skill definition - technical

A

the ability to apply the specialised procedures, techniques, and knowledge required to get the job done.

39
Q

Manager skill definition - Human

A

the ability to work well with others

40
Q

Manager skill definition - Conceptual

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

41
Q

Manager skill definition - Motivation to Manage

A

an assessment of how a potential manager (employee) is about managing the work of others

42
Q

Arrivers

A

managers who have made it to the top of the company

43
Q

Derailers & common mistakes (4)

A

managers who were successful early in their careers but stagnated in middle or upper management

1 -these managers are normally abrasive and insenstive to other by way of intimidating and bullying behaviour.

2-Often cold, aloof or arrogant

3- Betraying trust (by making others look bad by not following through) - failure to admit mistakes

4-Overly political and ambitious

5 - unable to delegate or build a team and staff effectively.

Management (2 decks)

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