Week 1-Nature and Concept of management Flashcards
this is the process of designing and maintaining an environment in which
individuals, working together in groups, efficiently accomplish
selected aims
Management
this is concerned with productivity, which implies
effectiveness and efficiency.
Management
The output-input ratio within a time period with due
consideration for quality
Productivity
what is the formula for productivity
Productivity=output/input
The formula indicates that productivity can be improved by:
a) Increasing outputs with the same inputs
b) Decreasing inputs but maintaining the same outputs
c) Increasing outputs and decreasing inputs to change the ratio
favorably
“Doing the right things”: the task that help an organization
reach its goals.
Effectiveness
” “Doing things right”: the efficient use of such resources as
people, money and equipment.
Efficiency
this is a person who has responsibility for the activities
of other people in an organization.
Managers
What are the 3 types of managers
General
General Managers focus on the entire business
Functional
Functional managers specialize in a particular unit or department.
Frontline Managers
Frontline managers oversee primary production activities on a daily basis, so
they need very high interpersonal and technical skills.
these Managers focus on the entire business
General Managers
these managers specialize in a particular unit or department.
Functional Managers
these managers specialize in a particular unit or department.
Functional Managers
these managers oversee primary production activities on a daily basis, so
they need very high interpersonal and technical skills
Frontline Managers
Make decisions about the direction of the organization
Examples: President, Chief Executive Officer, Vice-President
Top Manager
Manage the activities of other managers
Examples: District Manager, Division manager
Middle Managers
Direct non-managerial employees
Examples: Supervisors, Team leaders
First Line Managers
this involves the choice of the objectives to be pursued, the means
to achieve them, and allocating the resources of the organization.
Planning
this requires that managers be aware of environmental
conditions facing their organization and forecast future conditions. It
also requires that managers be good decision-makers.
Planning
involves identifying, subdividing, grouping and coordinating
the various activities required to achieve the objectives of the institution.
Organizing
Decisions must be made about the duties and responsibilities of
individual jobs as well as the manner in which the duties should be
carried out. Decisions made about the nature of jobs within the
organization are generally called “job design” decisions.
Organizing
this involves the recruitment, selection, assignments, and
development of the various kinds of human resources required by the
organization.
Staffing
this involves influencing others toward the attainment of
organizational objectives
Leading
this requires the manager to motivate subordinates,
communicate effectively, and effectively use power. If managers are
effective leaders, their subordinates will be enthusiastic about
exerting effort toward the attainment of organizational objectives.
Leading
this involves ensuring that performance does not deviate from
standards
Controlling
this consists of three steps, which include establishing
performance standards, comparing actual performance against
standards, and taking corrective action when necessary. Performance
standards are often stated in monetary terms such as revenue, costs,
or profits, but may also be stated in other terms, such as units
produced, number of defective products, or levels of customer service.
Controlling
roles that involve coordination and interaction
with employees
Interpersonal role
role which s assumed by managers when they
represent their respective units in the outside world in ceremonial and
civic activities. Managers expected to be a source of inspiration. People
look up to you as a person with authority, and as a figurehead.
Figurehead role
this - is the role played by managers when they initiate and
coordinate activities in their units. Provide leadership for the team,
department or perhaps the entire organization.
Leader role
this is needed by unit heads when they interact with persons in
other units within and outside the organizations. Managers need to be
able to network effectively on behalf of your organization.
Liaison role
roles that involve handling, sharing, and analyzing
information
Information role
Managers regularly seek out information related to your
organization and industry, looking for relevant changes in the
environment. You also monitor your team, in terms of both their
productivity, and their well-being.
Monitor or recipient role (receive information about the operation of
an enterprise)
This is where
you communicate potentially useful information to your colleagues and
your team.
Disseminator role (passing information to subordinates)
- Managers represent and speak for their organization. In
this role you’re responsible for transmitting information about your
organization and its goals to the people outside it.
Spokesperson role (transmitting information to those outside the
organization)
roles that require decision-making
Decisional Roles
As a manager, you create and control change within
the organization. This means solving problems, generating new ideas, and
implementing them.
Entrepreneur role
When an organization or team hits an
unexpected roadblock, it’s the manager who must take charge. You also
need to help mediate disputes within it.
Disturbance handler role
Managers need to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational resources.
Resource allocator role
Manager may be needed to take part in, and direct,
important negotiations within your team, department, or organization.
Negotiator role
An ability or proficiency in a specific area. It is to be expected that
managers would need equally varied capabilities and skills
skill
involves process or technique knowledge and
proficiency. Managers use the processes, techniques and tools of a
specific area.
technical skill
involves the ability to interact effectively with people. It
involves motivating and disciplining employees, monitoring performance,
providing feedback, improving communication and instructing employees
Human skill
this l is the ability to analyze complex information. It enables
managers to process information about the internal/external
environment of the organization and determine its implications.
Conceptual skill
