Ch. 7 Management Roles, Functions, and Skills

Interpersonal Skills

Skills required to understand other people and to interact effectively with them

Establishing goals and objectives

Specific, Measurable, Attainable, Relevant, Time limited

Administrative Skills

Technical skills in information gathering, data analysis, planning, organizing, and other aspects of managerial work

Technical Skills

The ability and knowledge to perform the mechanics of a particular job

Decision-making skills

The ability to identify a decision situation, analyze the problem, weigh the alternatives, choose an alternative, implement it, and evaluate the results

Conceptual Skills

The ability to understand the relationship of parts to the whole

Organizing

The process of arranging resources to carry out the organization's plans

Leading

The process of guiding and motivating people to work toward organizational goals

Controlling

The process of measuring progress against goals and objectives, and correcting deviations if results are not as expected

Management

The process of planning, organizing, leading, and controlling to meet organizational goals

Strategic Plans

Plans that establish the actions and the resource allocation required to accomplish strategic goals Usually defined for periods of two to five years and developed by top managers

Interpersonal Roles

Providing leadership to employees, acting as a liaison between groups, networking, and fostering relationships

First-line managers

Those at the lowest level of the management hierarchy; They supervise the operating employees and implement the plans set at the higher management levels

Middles Managers

Those in the middle of the management hierarchy; They develop plans to implement the goals of top managers and coordinate the work of first-line managers

For which group of managers are conceptual skills particularly important?

Top Managers

Quantitative Forecasts

Typically based on historical data or tests and often involve complex statistical computations

Mission Statement

A brief statement of why an organization exists; in other words, what the organization aims to accomplish for customers, investors, and other stakeholders

Goal

A broad, long-range target or aim

Qualitative Forecasts

Based on intuitive judgments

Managerial Roles

Behavioral patterns and activities involved in carrying out the functions of management; includes interpersonal, informational, and decision making roles

Democratic Leaders

leaders who delegate authority and involve employees in decision making

Autocratic Leaders

leaders who do not involve others in decision making

Vision Statement

A brief and inspirational expression of what a company aspires to be

Value Statement

A brief articulation of the principles that guide a company's decisions and behaviors

Mentoring

A process in which experienced managers guide less-experienced colleagues in the nuances of office politics, serving as a role model for appropriate business behavior, and helping to negotiate the corporate structure

organizational culture

A set of shared values and norms that support the management system and that guide management and employee behavior

Objective

A specific, short-range target or aim

Publicize Inc. is a publishing house known for its promptness and quality. Which of the following goals devised by Publicize is specific and measurable?

All the employees must edit a min 3500 words a day in an 8 hour day

Management pyramid

An organizational structure divided into top, middle, and first-line management

Benchmarketing

Collecting and comparing processes and performance data from other companies

Planning

Establishing objectives and goals for an organization and determining the best ways to accomplish them

Decisional Roles

Facing an endless stream of decisions, some which need to be made on the spot

​______________ supervise employees and fulfill the strategies established throughout other levels of management.

First-line managers

Informatoinal Roles

Gathering information from inside and outside the organization, sharing information

Employee Empowerment

Granting decision-making and problem-solving authorities to employees so they can act without getting approval from management

Coaching

Helping employees reach their highest potential by meeting with them, discussing problems that hinder their ability to work effectively, and offering suggestions and encouragement to overcome these problems

Social Intelligence

Involves looking outward to understand the dynamics of social situations and the emotions of other people, in addition to your own

Cognitive intelligence

Involves reasoning, problem solving, memorization, and other rational skills

Laissez-faire leaders

Leaders who leave most decisions up to employees, particularly those concerning day-to-day matters

Which of the following is an example of controlling management function?

Mandy, a floor supervisor at a manufacturing unit, is giving her employees advice on how to prevent defects from occurring in the goods that are produced

Emotional Intelligence

Measure of a person's awareness of and ability to manage his or her own emotions

Participative Management

a philosophy of allowing employees to take part in planning and decision making

Standards

criteria against which performance is measured

Top Managers

hose at the highest level of the organization's management hierarchy ; Responsible for setting strategic goals; they have the most power and responsibility in the organization

Which of the following is an example of the leading management function?

influencing individuals or teams as they work

Which of the following is a vital role of management?

informational Role

Which of the following leader roles involves offering direction to​ employees, establishing​ relationships, and acting as a representative for people both internally and​ externally?

interpersonal Role

Roles of Management

interpersonal, informational, and decisional roles

A​ ____________ is a declaration of why a company exists and what it intends to achieve for consumers and stakeholders.

mission statement

Market More is a departmental store that is located in many states in the country. Its CEO and CFO are satisfied with the profits they have made consistently over the past few years. They recognize the possibilities of expanding their chain to other countries as well. The possibility of the company's international expansion reflects the __________ component of SWOT analysis.

opportunities