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