Week 2 Flashcards
It is the process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organization.
MANAGEMENT
These are the set of individuals who carry out management activities.
MANAGEMENT
It does not necessarily refer to all members of management but rather to those who occupy the highest-level positions within the organization
MANAGEMENT
refers to any person (any employee) in an organization without regard to the managerial role in the organization.
Member
refers to anyone who has designated responsibilities for carrying out managerial activities.
Manager
refers to the process of completing managerial activities.
Managing
KEY PARTS OF MANAGEMENT
- Management is a process
- Management involves assembling and using sets of resources
- Management involves acting in a goal-directed manner to accomplish tasks
- Management involves activities carried out in an organization
It is the most persistent, pervasive, and powerful challenge with which all managers have to deal, regardless of the nature of their organization or its location
Managing change
TWO MAJOR CAUSES OF CHANGE THAT MANAGERS MUST ADDRESS
- Technology
- Globalization
is the development and observation of the increasing international and cross-national nature of everything from politics to business.
Globalization
HISTORICAL APPROACHES TO MANAGEMENT
CHINESE CIVILIZATION
EGYPT CIVILIZATION
ROMAN EMPIRE
MODERN MANAGEMENT
_____________ searched for an effective means of governing a large organization (government) and expressed the importance of open communications and consideration of people’s needs.
Chinese leaders
are found in the Industrial Revolution, which began in England in the mid-eighteenth century.
Modern Management”
is often credited as the “father of modern management.”
Frederick W. Taylor (1856–1915)
WHAT DO MANAGERS DO?
Planning
Organizing
Directing
Controlling
involves estimating future conditions and circumstances and, based on these estimations, making decisions about the work of the manager and for all employees for whom she or he is
responsible.
Planning
THREE (3) TYPES OF PLANNING:
Strategic planning
Tactical planning
Operational planning
This type addresses strategic actions designed to achieve the organization’s long-range goals
Strategic planning
This type translates strategic plans into actions designed to achieve specific
and shorter-term goals and objectives
Tactical planning
This type identifies the actions needed to accomplish the goals of particular units of the organization or particular product lines in their respective markets
Operational planning
It involves identifying the appropriate structure of relationships among positions, and the people occupying them, and linking that structure to the overall strategic direction of the organization
ORGANIZING
It is the process of attempting to influence other people to attain the organization’s objectives.
It heavily involves leading and motivating those for whom the manager is responsible.
DIRECTING
The essence of this function is to regulate the work of those for whom a manager is responsible.
CONTROLLING
MANAGERIAL JOB DIMENSIONS
Demands
Constraints
Choices
THREE (3) DIFFERENT WAYS TO ACCOMPLISH CONTROLLERSHIP
- Setting standards of performance for employees in advance
- Monitoring ongoing (real-time) performance
- Assessing the performance of employees on completed tasks
This dimension of management refers to what the holder of a particular managerial position must do.
DEMANDS
are factors that limit a manager’s response to various demands.
CONSTRAINTS
This dimension underscores the fact that despite demands and constraints, managers always have the opportunity to exercise discretion.
CHOICES
WHAT SKILLS DO MANAGERS NEED?
Technical skills
Interpersonal skills
Conceptual skills
involve having specialized knowledge about procedures, processes, and equipment, and include knowing how and when to use that knowledge.
Technical skills
It refers to a set of abilities that enable effective communication and interaction with others in a variety of settings.
INTERPERSONAL SKILLS
Often called cognitive ability or cognitive complexity.
CONCEPTUAL SKILLS
This skills such as logical reasoning, judgment, and analytical abilities are a relatively strong predictor of managerial effectiveness.
CONCEPTUAL SKILLS
