Management Test 1- chapter 1

Efficiency VS Effectiveness

-Efficiency: getting work done with a minimum of effort, expense, or waste -Effectiveness: accomplishing tasks that help fulfill organizational objectives

Mangament

-Getting work done through others -Getting work done through others efficient and effective

Human Skill

-The ability to work well with others

Types/ Levels of Managers

-Top Managers -Middle Managers -First-Line Managers -Team Leaders

Team Leaders

-are primarily responsible for facilitating team activities toward accomplishing a goal - relationships among team members and between different teams are crucial to good team performance and must be well managed by team leaders, who are responsible for fostering good relationships and addressing problematic ones within their teams

Managers' Initial Expectations

-be the boss -formal authority -manage tasks -job is not managing people

Reality

-cannot be "bossy" -manage people, not tasks -coach employee performance -fast pace, heavy workload

Planning

-determining organizational goals and a means for achieving them

Decisional

-entrepreneur -disturbance handler -resource allocator -negotiator

Top Managers

-executives responsible for the overall direction of the organization -hold positions like CEO, COO, CFO, and CIO and are responsible for the overall direction of the organization

Initial Assumptions

-exercise formal authority -manage tasks, not people -help employees do their jobs -hore and fire

Interpersonal

-figurehead -leader -liaison

First-Line Managers

-hold positions like office manager, shift supervisor, or department manager. -First-Line Managers are the only managers who don't supervise other managers -the responsibilities of first-line managers include monitoring, teaching, and short-term planning

Middle Managers

-hold positions like plant manager, regional manager, or division manager. They are responsible for setting objectives consistent with top management's goal and for planning and implementing subunit strategies for achieving those objectives.

After Six Months as a Manager

-initial expectations were wrong -fast pace -heavy workload -job is to be problem-solver & troubleshooter

Managerial Roles

-interpersonal -informational -decisional

Motivation to manage

-is an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively toward others, tell others what to do, reward good behavior, perform actions that are highly visible to others, and handle and organize administrative tasks -an assessment of how enthusiastic employees are about managing the work of others

Entrepreneur Role

-managers adapt themselves, their subordinates, and their units to change -the decisional role managers play when they adapt themselves, their subordinates, and their units to change

Liaison Role

-managers deal with people outside their units -the interpersonal role managers play when they deal with people outside their units

Resource Allocator Role

-managers decide who will get what resources and how many resources they will get -the decisional role managers play when they decide who gets what resources and in what amounts

Leader Role

-managers motivate and encourage workers to accomplish organizational objectives -the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives

Negotiator Role

-managers negotiate schedules, projects, goals, outcomes, resources, and employee raises. -decisional role managers play when they negotiate schedules , projects, goals, outcomes, resources, and employee raises

Figurehead Role

-managers perform ceremonial duties like greeting company visitors, speaking at opening of a new facility, or representing the company at a community luncheon to support local charities -the interpersonal role mangers play when they perform ceremonial duties

Disturbance Handler Role

-managers respond to presures and problems so severe that they demand immediate attention and action -that decisional role managers play when they respond to severe pressures and problems that demand immediate action

Monitor Role

-managers scan their environment for information, actively contact others for information, and, because of their personal contacts, receive a great deal of unsolicited information. -the informational role managers play when they scan their environment for information

Disseminator Role

-managers share the information they have collected with their subordinates and others in the company -the informational role managers play when they share information with others in their department or companies

Informational

-monitor -disseminator -spokesperson

Leading

-motivation -inspiration -communication -inspiring and motivating workers to achieve organizational goals

After a year as a manager

-no longer "doers" -communication listening, positive reinforcement -learning to adapt & control stress -job is people development

Middle Managers Responsibility

-responsibility 1.) plan and allocate resources o meet objectives 2.) coordinate and link groups, departments, and divisions within a company 3.) monitor and manage the performance of the subunits and individual managers who report to them 4.) implementing the changes or strategies generated by top managers -responsible for -setting objectives consistent with top management goals, planning strategies -coordinating and linking groups, departments, and divisions -monitoring and managing the performance of subunits and managers who report to them -implementing the changes or strategies generated by top managers

Team Leaders Responsibilities

-responsible for... -facilitating team performance -managing external relationships -facilitating internal team relationships

Top managers responsibilities

-responsible for.... -creating a context for change -developing attitudes of commitment and ownership in employees -creating a positive organizational culture through language and action -monitoring their business environments

Spokesperson Role

-share information with people outside their departments or companies -the informational role managers play when they share information with people outside their departments or companies

Managerial Skills

-technical skill -human skill -conceptual skill -motivation to manage

Conceptual Skill

-the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its external environment such as the local community, social ad economic forces, customers, and the competition

First-Line Managers responsibilities

-the primary responsibility of first-line mangers is to manage the performance of entry-level employees who are directly responsible for producing a company's goods and services 1.) encourage, monitor, and reward the performance of their workers 2.) teaching entry-level employees how to do their jobs. 3.) make detailed schedules and operating plans based on middle management's intermediate-range plans -responsible for... -managing the performance of entry-level employees -teaching entry-level employees how to do their jobs -Making schedules and operating plans based on middle management's intermediate-range plans

Technical Skill

-the specialized procedures, techniques, and knowledge required to get the job done

Four Management Functions

1.) Planning 2.) Organizing 3.) Leading 4.) Controlling

Organizing

deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company

Controlling

monitoring progress toward goal achievement and taking corrective action when progress isn't being made