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)