Ch. 1

Top managers

-CEO -Corporate or Group Head -VP of Admin. -must make plans for the long-term future of the organization

Nonmanagerial Employees

-Line jobs -Staff jobs

Management Principle Traditional approach --> New Competencies

-Overseeing work: controller > enabler -Accomplishing tasks: supervising individuals > leading teams -Managing Relationships: Conflict > completion -Leading: autocratic > dispersed and empowering -Designing: maintaining stability > mobilizing for change

Manager Identity

-generalist, coordinates -diverse tasks gets things done through others -a network builder -works in highly interdependent manner

Reasons for managerial derailment:

-manager doesn't communicate well with his or her employees -manager doesn't ever listen to opposing viewpoints. The only opinion that matters is his or hers -manager can't bring a team together, because he or she doesn't create an environment where people can trust each other -manager doesn't adapt his or her behavior when the environment changes -manager creates a climate of fear - employees are afraid of him or her -manager treats people like tools to get work done, not like colleagues

Individual identity

-specialist, performs specific tasks -gets things done through own efforts -an individual actor -works relatively independently

A manager typically works:

Before, during, and after the official workday hours

What defines a manager's work?

Brief (work occurs in small segments), varied (work changes frequently)

Middle Managers

Business Unit Head: -General -Manager Administrator Department Manager: -Product Line or Service Manager -Information Services Manager

Managers spend most of their time:

Communicating

The ability to plan and solve problems, especially those requiring a big-picture orientation

Conceptual skills

Senator Tom Coburn reviews all of the stimulus projects approved by the U.S. Government to decide which projects should be included in his list of "100 Stimulus Projects That Give Taxpayers the Blues."

Controlling

This management function involves checking to see if goals are being accomplished and making corrections as needed to be sure the organization operates efficiently and effectively

Controlling

The extent to which an organization uses a minimum amount of materials and other resources to achieve desired outcomes

Efficiency

Decisional:

Entrepreneur: initiate improvement projects; identify new ideas, delegate idea responsibility to others Disturbance handler: take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environmental crises Resource allocator: decide who gets resources; schedule, budget, set priorities Negotiator: represent department during negotiation of union contracts, sales, purchases, budgets; represent departmental interests

Interpersonal:

Figurehead: perform ceremonial and symbolic duties such as greeting visitors, signing legal documents Leader: Direct and motivate subordinates; train, counsel, and communicate with subordinates Liaison: maintain information links both inside and outside organization; use e-mail, phone calls, meetings

Someone responsible for the direct supervision of the employees who produce the goods or services delivered by an organization

First-line manager

First-Line Manager

Functional Head: -Production, Sales, R&D Supervisor -IT, HRM, Accounting Supervisor -responsible for guiding and coaching the employees who actually do the work of the organization

Managers typically spend the LEAST amount of time:

In quiet reflection alone in their office

A role that requires managers to monitor and disseminate information while acting as a spokesperson for the organization

Informational role

A manager who is brought in from outside the organization to help complete a specific task

Interim manager

George Steinbrenner transferred his passion for winning to everyone in the New York Yankees organization. His famous quote is, "Winning is the most important thing in my life, after breathing. Breathing first, winning next."

Leading

This management function involves motivating others to help you accomplish goals

Leading

The process of planning, organizing, leading, and controlling an organization so that goals are met efficiently and effectively

Management

A department head or someone who manages first-line managers

Middle manager

Informational:

Monitor: seek and receive information, scan periodicals and reports, maintain personal contacts Disseminator: forward information to other organization members; send memos and reports, make phone calls Spokesperson: transmit information to outsiders through speeches, reports, memos

A group that comes together to meet common goals

Organization

A marketing manager at Evian decides to work with BETC Euro RSCG, an advertising agency in France. The goal is to reduce the cost of advertising by creating a video that goes viral on YouTube.

Organizing

An overall measure of the combined efficiency and effectiveness of an organization

Performance

Pfizer's CEO, Jeff Kindler, works with the board of directors to predict the amount of dividends the company will pay in the future.

Planning

A manager who takes on temporary assignments, bringing together people from many places in the organization

Project manager

Management Process

Resources: human, financial, raw materials, technological, information Functions: 1. Planning: select goals and ways to attain them 2. Organizing: assign responsibility for task accomplishment 3. Leading: use influence to motivate employees 4. Controlling: monitor activities and make corrections Performance: attain goals, products, services, efficiency, effectiveness

Managers have a greater tendency to adopt __________ leadership style and create a _________ flexible work environment

an empowering; more

The activities that managers like the ___________ include controlling subordinates, handling paperwork and managing time pressures

least