Management 201 Chapter 1

3 Kinds of Interpersonal Roles

-Figurehead: symbolizing the organization's mission and what it is seeking to achieve. -Leader: training, counseling, and mentoring high employee performance. -Liaison: linking and coordinating the activities of people and groups both inside and outside the organization.

Orginzational Structure

A formal system of task and reporting relationships that coordinates and motivates members so that they work together to achieve organizational goals. i. Determines how organizations resources can be best used to create goods and services.

Competitive Advantage

Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors

4 Kinds of Decisional Roles

-Entrepreneur: deciding which new projects or programs to initiate and to invest resources in. -Disturbance handler: managing an unexpected event or crisis. -Resource allocator: assigning resources between functions and divisions, setting the budgets of lower managers. -Negotiator: reaching agreements between other managers, unions, customers, or shareholders.

3 Kinds of Informational Roles

-Monitor: analyzing information from both the internal and external environment. -Disseminator: transmitting information to influence the attitudes and behavior of employees. -Spokesperson: using information to positively influence the way people in and out of the organization respond to it.

Innovation

-Process of creating new or improved goods and services that customers want - Developing better ways to produce or provide goods and services - Managers are under considerable pressure to make the best use of resources - Too much pressure may induce managers to behave unethically, and even illegally Ex: BMW is responsive to customers so customers will go to them for their services even if they not necessarily like the car.

Department

A group of managers and employees who work together and possess similar skills or use the same knowledge, tools,or techniques

Organizational Performance

A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals

Efficiency

A measure of how well or how productively resources are used to achieve a goal Ex: Chickfla: how many units they could produce in an hour (how well in a certain amount of time)

Effectiveness

A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved. o Organizations are effective when managers choose appropriate goals and the achieve them. Ex: Managers at McDonald's decided on the goal of providing breakfast services to attract more customers · Sales of breakfast fast foods accounted for more than 1/3rdof the company's revenues over the years

Leading

Articulating a clear organizational vision for its members to accomplish; energizing and enabling employees so that everyone understands the part they play in achieving organizational goals. •Leadership involves using power, personality, influence, persuasion, and communication skills •Outcome of leadership is highly motivated and committed workforce a. Leadership is revolved around encouraging all employees to perform at a high level to help the organization achieve its vision and goals.

Organizations

Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.

Outsourcing

Contracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed itself Increases efficiencyby lowering operating costs, freeing up money and resources that can now be used in more effective Ex: Any apparel --- made in a country that's not U.S

Mintzberg's Multiple Roles

Decisional, interpersonal, informational

4 building blocks of competitive advantage

Efficiently: Reduce the quantity of resources used to produce goods or services Ex: Coffee cup: The can gets smaller, spending less to get the same product and quality is the same Quality: Improve the skills and abilities of the workforce Ex: Introduce total quality management Speed: How fast they can bring new products to the market Flexibility: How easily they can change or alter the way they perform their activities respond to actions of their competitors.

Controlling

Evaluatinghow well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance. (you want to know how well you are doing in a course) -The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness a. Ex: Managers monitor the performance of individuals, departments, and the organization as a whole to see whether they are meeting desired performance standards. i. When a goal falls too short, the management team must find a way to improve the performance.

Levels of Management (bottom to top)

First Line Middle Line Top Line Ceo

Empowerment

Involves giving employees more authority and responsibility over the way they perform their work activities

Restructuring

Involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. -Can reduce the morale of remaining employees (If you can produce more with fewer people, some people will be layed off)

Managerial Tasks

Managers at all levels in all organizations perform each of the four essential managerial tasks of planning, organizing, leading, and controlling

Global organization

Organizations that operate and compete in more than one country. This is pressured many organizations to identify better ways to use their resources and improve their performance.

Planning

Process of identifying and selecting appropriate organizational goals and courses of action. •Complex, difficult activity •Strategy to adopt is not always immediately clear •Done under uncertainty

First Line

Responsible for daily supervision of the non-managerial employees who performmany of the specific activities necessary to produce goods and services Ex: The head nurse in the obstetrics department of a hospital

Decisional Roles

Roles associated with methods managers use in planning strategy and utilizing resources.

Informational Roles

Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization.

Interpersonal Roles

Roles that managers assume to provide direction and supervision to both employees and the organization as a whole.

Middle Line

Supervise first-line managers. Responsible for finding the best way to organizehuman and other resources to achieve organizational goals - To increase efficiency, they find ways to help the first line mangers and non-managerial employees better use resources to reduce costs or improve customer service. - They are responsible for training, motivating, and rewarding salespeople.

Organizing

Task (function) managers perform to create a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals. •Involves grouping people into departments according to the kinds of job-specific tasks they perform •Managers lay out lines of authority and responsibility •Decide how to coordinate organizational resources

Mangers

The people responsible for supervising the use of an organization's resources to meet its goals

Management

The planning, organizing, leading, and controlling of human and other resourcesto achieve organizational goals effectivelyand efficiently(i.e. organizational performance).

Types of Resources

people, skills, know-how and experience, machinery, raw materials,computers and IT, patents, financial capital, and loyal customers and employees

CEO

•Chief executive officer (CEO) is company's most senior and important manager •Central concern is creation of a smoothly functioning top-management team

3 Kinds of Managerial Skills

•Conceptual skills: The ability to analyze and diagnose a situation and distinguish between cause and effect. •Human skills: The ability to understand, alter, lead, and control the behavior of other individuals and groups. •Technical skills: Job-specific skills required to perform a particular type of work or occupation at a high level. · Ex: The manager of a restaurant may need cooking skills to fill in for an absent cook, accounting and bookkeeping skills to keep track of receipts and costs and to administer the payroll and aesthetic skills to keep the restaurant looking attractive for customers.

Top Line

•Responsible for the performance of all departments and have cross-departmental responsibility. •Establish organizational goals and monitor middle managers •Decide how different departments should interact •Ultimately responsible for the success or failure of an organization