Chapter 1

The Liaison Role

Emphasizes the contacts that a manager has with those outside the formal authority chain of command. These contacts include not only other managers within the organization but also many external individuals such as customers, suppliers, government officials, and managers from other organizations. Emphasizes lateral interactions, as contrasted with vertical interpersonal interactions of a manager (13)

Planning

Estimating future conditions and circumstances and making decisions about appropriate courses of action (10)

Constraints

Factors that limit a manager's response to various demands (17)

Technical Skill

Involve having a specialized knowledge about procedures, processes, and equipment and include the related abilities of knowing how and when to use that knowledge (18)

Demands

Involve two types: activities or duties to carry out and the standards or levels of minimum performance to meet (17)

The Figurehead Role

Involves and emphasis on ceremonial activities, such as attending a social function, welcoming a visiting dignitary, or presiding at a farewell reception for a departing employee (13)

The Monitor Role

Involves extensive information seeking in which managers engage to remain aware of crucial developments that may affect their units and their work (14)

The Leader Role

Involves influencing or directing others. This set of responsibilities that people typically associate with a manager's job, as the organization gives the manager formal authority over the work of other people (13)

Managing Resources

Manager must ensure the efficient use of resources, but also use the resources in ways that maximize the achievement of the organization's goals (7)

The Resource Allocator Role

Managers are responsible for deciding how to distribute their resources (15)

The Negotiator Role

Managers are responsible for knowing what resources they can or cannot commit to particular negotiated solutions (15)

The Disturbance Handler Role

Managers initiate actions of their own, but they must also respond to problems or "disturbances." In this role, a manager often acts as a judge, problem solver, or conflict manager. Goal is to stop small problems before they develop into large ones (15)

Organizing

Systematically integrating resources to accomplish tasks (10)

Managing Strategically

To survive and perform well in such a competitive environment, managers through the organization need to manage strategically (8)

The Spokesperson Role

A manager is frequently called upon to represent the views of the unit for which he or she is responsible (14)

The Disseminator Role

A supervisor who learns about the firm's reorganization plans affecting his or her department and conveys that information to his subordinates is acting in this role (14)

Informational Roles

Builds on interpersonal relationships that a manager establishes, and it underlines the importance of the network of contacts built up and maintained by the manager. Three informational roles (the monitor role, the disseminator role, the spokesperson role) (14)

Interpersonal Roles

Composed of three types of behavior (the figurehead role, the leader role, the liaison role) and are derived directly from the manager's formal authority granted by the organization (13)

Organizations

Interconnected sets of individuals and groups who attempt to accomplish common goals through differentiated functions and their coordination (4)

The Entrepreneurial Role

Managers not only make routine decisions in their jobs, but also frequently engage in activities that explore new opportunities or start new projects; some risk involved (15)

Managing Entrepreneurially

Managers should regularly search for new opportunities in the current marketplace or identify ideas that could create new markets; managers should be entrepreneurial (8)

Controlling

Regulating the work of those for whom a manager is responsible (12)

Decisional Roles

Relates to decision-making requirements of a manager's job. Four decisional roles (the entrepreneurial role, the disturbance handler role, the resource allocator role, the negotiator role) (15)

Managerial Job Dimensions

The demands made on it; the constraints placed on it; and the choices permitted in it (17)

Globalization

The development and observation of the increasing international and cross-national nature of everything from politics to business; promotes greater involvement in international markets (5)

Management

The process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organizational setting (3)

Directing

The process of attempting to influence people to attain an organization's objectives (12)