WEEK 9 Flashcards
wear many hats and must bring with them an entire toolkit of skills—conceptual skills, human skill
Managers
Set organizational objectives and goals Scan external environment for opportunities
Top Managers
Allocate resources to achieve the goals and objectives set by top managers Oversee first-line managers
Middle Managers
Coordinate activities developed by middle-managers
First-Line Managers/ Supervisory Managers
Robert Katz identified three critical skill sets for successful managers
Technical Skills
Conceptual Skills
Human Skills
A learned capacity in any given field of work, study, or play. Front-line managers often need to use technical skills on a daily basis
Technical Skills
Ability to generate ideas creatively and intuitively and show comprehensive understanding of contexts
and topics
Conceptual Skills
– an ability to formulate ideas or mental abstractions
Conceptual Thinking
A combination of social, interpersonal, and leadership skills
Human Skills
is a process of thinking about and
organizing the activities needed to achieve a desired goal.
Planning
provides the foundation for
ongoing planning activities.
Business Plan
Gives employees something to rally behind and can let the world know where the company is going
Vision Statement
Outlines how the business will turn its vision into reality and becomes the foundation for establishing specific goals and objectives
Mission Statement
A key planning tool managers have at their disposal. Provides a means of projecting expectations, anticipating problems, and guiding decision
making
SWOT Analysis
SWOT stands for:
Strengths
Weaknesses
Opportunities
Threats
A manager can take a number of different approaches to leading and overseeing an organization.
Leading
is highly complex and often involves a systematic review of human resources, finances,
and priorities.
Organizing
Different Management Styles
- Autocratic/Authoritarian
- Laissez-faire/Free Rein
- Participative/Democratic
Managers do not take any suggestions or consider initiatives from subordinates.
Autocratic/Authoritarian
Known as “hands-off” management because the manager delegates the tasks to the followers while providing little or no direction.
Laissez-faire/Free-Rein
Manager shares the decision-making authority with group members.
Participative/Democratic
Different Leadership Styles
Transformational
Transactional
Narcissistic
Work with subordinates to identify needed change, create and share an inspiring vision, and bring about change together with committed members of a group. Serves to enhance the motivation, morale, and job performance of followers.
Transformational
Focuses on supervision, organization, and performance. Pays attention to their followers’ work in order to find fault or deviation and gain their
compliance through a system of rewards and punishments.
Transactional
Two factors that form reward/punishment system:
Contingent reward
Management by exception
provides rewards for effort and recognizes good performance
Contingent Reward
the leader intervenes when subordinates do not meet
acceptable performance levels
Management by Exception
are visionary and charismatic, with a keen ability to attract and inspire followers.
Narcissistic
The leadership style of managers in an organization is usually indicative of the underlying
philosophy, or values, of the organization.
Corporate Culture
is the activity of observing a given
organizational process, measuring performance against a previously
established metric, and improving it where possible
Controlling
The process of control usually consists of the following five cyclical steps:
Setting standards and goals
Measuring performance
Compare actual performance to established performance standards
Take corrective action
Use information gained from process to set up future performance standards
S.M.A.R.T operational objectives
Specific
Measurable
Achievable
Realistic
Time constrained
is the process of collecting, analyzing, and/or reporting
information regarding the performance of an individual, group, organization, system, or
component.
Performance Measurement
The rubric for measuring organizational performance is called a __________.
Performance Metric
is a planned response at fixing the problem
Corrective Action
