Management 1

Managerial Roles Identified by Mintzberg

- Decisional -Interpersonal -Informational

Four Tasks of Management

-Controlling -Planning -Leading -Organizing

Organizational structure

A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals

Resource allocator (Decisional)

Allocate organizational resources among different tasks and departments of the organization; set budgets and salaries of middle and first-level managers.

Innovation

The process of creating new or improved goods and services or developing better ways to produce or provide them.

Turnaround management

creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources to allow it to survive, and eventually prosper

Four Managerial Tasks

planning, organizing, leading, and controlling

Leadership

-Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals -involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups

Steps in the Planning Process

-Deciding which goals the organization will pursue -Deciding what strategies to adopt to attain those goals -Deciding how to allocate organizational resources

Restructuring

-Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees. -can reduce the morale of remaining employees

Building Blocks of Competitive Advantage

-Efficiency - Quality -Innovation -Responsiveness to customers 34

Core competency

-Specific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors -Skills for a competitive advantage

Middle managers

-Supervises first-line managers -responsible for finding the best way to use resources to achieve organizational goals

Top managers

-responsible for the performance of all departments -establish organizational goals -decide how different departments should interact -monitor how well middle managers utilize resources to achieve goals

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

Effectiveness

A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.

Planning

Choose appropriate organizational goals and courses of action to best achieve those goals

Entrepreneur (Decisional)

Commit organizational resources to develop innovative goods and services; decide to expand internationally to obtain new customers for the organization's products.

Outsourcing

Contracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed itself -increases efficiency by lowering operating costs, freeing up money and resources that can now be used in more effective ways

Liaison (Interpersonal)

Coordinate the work of managers in different departments; establish alliances between different organizations to share resources to produce new goods and services.

Controlling

Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals.

Organizing

Establish task and authority relationships that allow people to work together to achieve organization goals.

Monitor (Informational)

Evaluate the performance of managers in different tasks and take corrective action to improve their performance; watch for changes occurring in the external and internal environments that may affect the organization in the future.

Self-managed team

Groups of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities

Disseminator (Informational)

Inform employees about changes taking place in the external and internal environments that will affect them and the organization; communicate to employees the organization's vision and purpose

Empowerment

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

Technical skills

Job-specific skills required to perform a particular type of work or occupation at a high level.

Spokesperson(Informational)

Launch a national advertising campaign to promote new goods and services; give a speech to inform the local community about the organization's future intentions.

Leading

Motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals.

Disturbance (Decisional) handler

Move quickly to take corrective action to deal with unexpected problems facing the organization from the external environment, such as a crisis like an oil spill, or from the internal environment, such as producing faulty goods or services

Figurehead (Interpersonal)

Outline future organizational goals to employees at company meetings; open a new corporate headquarters building; state the organization's ethical guidelines and the principles of behavior employees are to follow in their dealings with customers and suppliers.

Leader (Interpersonal)

Provide an example for employees to follow; give direct commands and orders to subordinates; make decisions concerning the use of human and technical resources; mobilize employee support for specific organizational goals.

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.

Managers

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 resources to achieve organizational goals effectively and efficiently

Negotiator (Decisional)

Work with suppliers, distributors, and labor unions to reach agreements about the quality and price of input, technical, and human resources; work with other organizations to establish agreements to pool resources to work on joint projects.

Competitive Advantage

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

Organizations

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

Three levels of management:

first-line managers, middle managers, and top managers.

Resources

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

control process

is the ability to measure performance accurately and regulate organizational efficiency and effectiveness

First-line managers

responsible for the daily supervision of the nonmanagerial employees

Organizing

structuring working relationships so organizational members interact and cooperate to achieve organizational goals.