Management chapter 1

describe the three types of managers

A general manager supervises the activities of several departments or units that perform different activities. Functional managers supervise related activities such as marketing, operations, finance, and human resources management. A project manager coordinates employees and other resources across several functional departments to accomplish a specific task.

describe a managers responcibility

A manager is responsible for achieving organizational objectives through efficient and effective use of resources. Efficient means doing things right, and effective means doing the right thing. The manager's resources include human, financial, physical, and informational resources

a managers responcibility

A manager is responsible for achieving organizational objectives through efficient and effective utilization of resources. Efficient means doing things right so as to maximize the utilization of resources. Effective means doing the right thing in order to attain an objective; a manager's effectiveness reflects the degree to which he or she achieves objectives

qualities and skills to be a successful manager

Integrity Industriousness Ability to get along with people Business knowledge Intelligence leadership ability Education Sound judgment Ability to communicate Flexibility Ability to plan and set objectives.

What is management?

Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing and controlling organizational resources.

list the hierarchy of management levels

The three hierarchy levels are top managers (e.g., operations executive), middle managers (e.g., marketing manager), and first-line managers (e.g., accounting supervisor).

management levels and functional areas

Top Level Manager people in executive positions, chief executive officer (CEO), president, or vice president Middle Manager People in middle management position, sales manager, branch manager or department head first line manager team or crew leaders, Supervisor head nurse, Office manager non manager- operative employees

components of management

planning organizing staffing directing leading

difference between large and small business: large

planning: commonly have formal written objectives and plans with a global business focus organizing: tend to have a formal organizational structure with clear policies and procedures and three levels of management. specialized jobs leading: managers tend to be more participative, giving employees more say in how they do there work and allowing them to make more decisions controlling: tend to have more sophisticated computerized control systems important management roles: resource allocator

difference between large and small business: small

plannning: commonly have informal objectives and plans that are not written with a global focus organizing: informal structures without clear policies and procedures, with fewer than 3 levels of management. jobs are more general leading: entrepreneurs tend to be more autocratic and want things done their way, wanting to make their own decisions controlling: tend to use less sophisticated controls and tend to rely more on direct observations important roles: entrepreneur and spokesperson

controlling

the process of monitoring progress and taking corrective action when needed to ensure that objectives are achieved.

planning

the process of setting objectives and determining in advance exactly how the objectives will be met.

skills needed and different functions performed at different management levels

top managers: decision making skills and interpersonal skills primary management function: planning and organizing middle manager: Balance of all three( Technical, Interpersonal & Decision making Skills primary management function: Balance of all Four(Planning, Organizing, Leading & Controlling) first line manager: Technical & Interpersonal Skills leading and controlling

physical

Getting the job done requires effective and efficient use of physical resources through control mechanisms.

leading

the process of influencing employees to work toward achieving objectives.

types of managers by level

General Manager-they supervise the activities of several departments that perform different activities. Top level Middle Managers Functional Manager-supervise the completion of related tasks Middle first-line managers Project Manager- Coordinates employees and other resources across several functional departments to accomplish a specific goal or task Team leader

human

Human resources are people! Managers are responsible for getting the job done through employees

identify the three management role categories

Managers play the interpersonal role when they act as figurehead, leader, or liaison. Managers play the informational role when they act as monitor, disseminator, or spokesperson. Managers play the decisional role when they act as entrepreneur, disturbance handler, resource allocator, or negotiator.

6 traits managers need

Supervisory Ability(planning, organizing, Initiative Self assurance Decisiveness Intelligence Need for Occupational Achievement

financial

Without proper finances you don't have a business.

3 management skills

decision making skills-are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities. Technical-involve the ability to use methods and techniques to perform a task Interpersonal-involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships

state the similarities and differences between classical and behavioral theorists

Both classical and behavioral theorists wanted to find the best way to manage in all organizations. However, the classicists focused on the job and management functions, whereas the behaviorists focused on people.

classical and behavioral theorists

Classical Theorist: Focuses on the job and management functions to determine the best way to manage in all organizations Behavioral Theorist: Focuses on people to determine the best way to manage in all organizations both want to find best way to manage all organizations

gap inc

Gap has around 136,000 people (human resources), sales of over $15 billion a year (financial), $7.5 billion in (physical) assets including 3,400 stores with fixtures to display its merchandise, and a complex computer system (information) to coordinate business globally. Starting with one small store with limited resources, the company grew to the point of Gap's performance being high with more than $1.1 billion in profits.

different types of managers

Marketing manager is responsible for selling and advertising products and services. Production manager is responsible for making a product, such as a Ford Mustang Operations manager is responsible for providing a service, such as a loan by Bank of America. (However, both product and service organizations now use the broader term operations.) Accounting manager is responsible for keeping records of sales and expenses (accounts receivable and payable) and determining profitability, whereas a financial manager is responsible for obtaining the necessary funds and investments. The term finance is commonly used to mean both accounting and financial activities. Human resources manager (known in the past as a personnel manager) is responsible for forecasting future employee needs and recruiting, selecting, evaluating, and compensating employees.

Describe how systems theorists and contingency theorists differ from classical and behavioral theorists

The classical and behavioral and the systems theorists differ in the way they conceptualize the organization and its problems. The classical and behavioral theorists use a reductionist approach by breaking the organization into its component parts to understand the whole (sum of parts = whole). Systems theorists look at the organization as a whole and the interrelationship of its parts to understand the whole (whole = interrelationship of parts).

list and explain the four management functions

The four management functions are planning, organizing, leading, and controlling. Planning is the process of setting objectives and determining in advance exactly how the objectives will be met. Organizing is the process of delegating and coordinating tasks and allocating resources to achieve objectives. Leading is the process of influencing employees to work toward achieving objectives. Controlling is the process of establishing and implementing mechanisms to ensure that the organization achieves its objectives.

List and explain the three management skills

The three management skills are technical, interpersonal, and decision-making skills. Technical skills involve the ability to use methods and techniques to perform a task. Interpersonal skills involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships. Decision-making skills are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.

list and explain 3 management skills

The three management skills are technical, interpersonal, and decision-making skills. Technical skills involve the ability to use methods and techniques to perform a task. Interpersonal skills involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships. Decision-making skills are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.

describe the difference among management levels in terms of skills needed and functions performed

Top managers have a greater need for decision-making skills than first-line managers. Middle managers have a need for all three skills. First-line managers have a greater need for technical skills than top managers.

managers resources

human financial physical informational

management roles

interpersonal- include figurehead, leader, and liaison informational-Monitor, disseminator, and spokesperson. Decisional- Entrepreneur, disturbance handler, resource allocator, and negotiator.

organizing

is the process of delegating and coordinating tasks and allocating resources to achieve objectives