Management 101

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Manager

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Someone who works with and through other people by coordinating their work activities in order to accomplish organisational goals.

A manager's job is not about personal achievement - it is about helping others do their work and achieve results.

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Lower-level manager

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Manage the work of non-managerial employees who are directly or indirectly involved with the production or creation of the organisation's products. They are often called supervisors, but may also be shift managers, district managers, department managers or office managers.

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Middle-level managers

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Include all levels of management between the first-line level and the top level of the organisation. These managers manage the work of first-line managers and may have titles such as regional manager, project leader, plant manager, or division manager.

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Top-level managers

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Are responsible for making organisation-wide decisions and establishing the plans and goals that affect the entire organisation. They typically have titles such as executive vice-president, president, managing director, chief operating officer, chief executive officer, or chair of the board.

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Management

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Coordinating work activities so that they are completed efficiently and effectively with and through other people.

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Efficiency

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Getting the most output from the least amount of inputs; referred to as "doing things right".

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Effectiveness

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Completing activities so that organizational goals are achieved; referred to as "doing the right things"

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Management functions

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Planning, organizing, leading and controlling

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Planning

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A management function that involves defining goals, establishing a strategy for achieving those goals, and developing plans to integrate and coordinate activities.

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Organizing

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A management function that involves determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

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Leading

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A management function that involves motivating subordinates, directing the work of individuals or teams, selecting the most effective communication channels, and resolving employee behaviour issues.

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Controlling

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A management function that involves monitoring actual performance, comparing actual performance to a standard, and taking corrective action when necessary.

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Management roles

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Specific categories of managerial behaviour.

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Interpersonal roles

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Management roles that involve working with people or performing duties that are ceremonial and symbolic in nature.

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Informational roles

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Management roles that involve receiving, collecting, and disseminating information.

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Figurehead

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Interpersonal role - Symbolic head; obliged to perform a number of routine duties of a legal or social nature (e.g. Greeting visitors; signing legal documents).

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Leader

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Interpersonal role - Responsible for the motivation of subordinates; responsible for staffing, training and associated duties (e.g. performing virtually all activities that involve subordinates).

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Liaison

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Interpersonal role - Maintains self-developed network of outside contacts and informers who provide favours and information (e.g. acknowledging mail; doing external board work; performing other activities that involve outsiders).

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Monitor

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Informational role - Seeks and receives a wide range of internal and external information to develop a thorough understanding of organization and environment (e.g. reading periodicals and reports; maintaining personal contacts).

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Disseminator

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Informational role - Transmits information received from outsiders or from subordinates to members of the organization (e.g. Holding informational meetings, making phone calls to relay info).

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Spokesperson

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Informational role - Transmits information to outsiders on organization's plans, policies, action, results, etc. (e.g. holding board meetings; giving info to the media).

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Entrepreneur

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Decisional role - Searches organization and its environment for opportunities and initiates "improvement projects" to bring about changes (e.g. Organizing strategy and review sessions to develop new programs).

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Disturbance Handler

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Decisional role - Responsible for corrective action when organization faces important, unexpected disturbances (e.g. organizing strategy and review sessions that involve disturbances and crisis).

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Resource Allocator

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Decisional role - Responsible for the allocation of organizational resources of all kinds - making or approving all significant organizational decisions (e.g. scheduling, budgeting).

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Negotiator

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Decisional role - Responsible for representing the organization at major negotiations (e.g. union bargaining).

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Specific Environment Stakeholders

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Customers, Suppliers, Competitors, Social & Political Action Groups, Trade & Industry Associations, Governments, Media, Communities, Shareholders, Unions and Employees.

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The General Environment

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(Broad external conditions that may affect the organisation) PESTEL: Political, Economic, Socio- cultural, Technological, Environmental.

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Informational role - monitor

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Seeks and receives a wide variety of internal and external information to develop a thorough understanding if organisation and environment.

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Informational role - disseminator

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Transmits information received from outsiders or from subordinates to members of the organisation.

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Informational role - spokesperson

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Transmits information to outsiders on organisation's plans, policies, actions, results, etc.

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Decisional role - entrepreneur

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Searches organisation and it's environment for opportunities and initiates "improvement projects" to bring about change.

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Decisional role - disturbance handler

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Responsible for corrective action when organisation faces important, unexpected disturbances.

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Decisional role - resource allocator

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Responsible for the allocation of organisation resources of all kinds - making it approving all significant organisational decisions.

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Decisional role - negotiator

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Responsible for representing the organisation at major negotiations.

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Technical skills

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Management skill - knowledge of and expertise in a particular specialised field.

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Human skills

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Management skill - the ability to work well with other people both individually and in a group.

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Conceptual skills

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Management skill - the mental ability to analyse and generate ideas about abstract and complex situations.

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Organisation

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A deliberate arrangement of people who act together to accomplish some specific purposes.

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Private sector

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The part of the economy run by organisations that are free of government control; enterprises in this sector operate to make a profit.

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Publicly held organisation

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A company whose shares are available on the stock exchange for public trading by brokers or dealers.

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Privately held organisations

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Companies whose shares are not available on the stock exchange but are privately held.

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Nonprofit sector

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The part of the economy run by organisations that operate for reasons other than making a profit (that is, providing charity or services).

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Nongovernmental organisation (NGO)

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A nongovernmental organisation that emphasises humanitarian issues, development and sustainability.

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Public sector

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The part of the economy directly controlled by the government.

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Civil servants

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People who work in a local, provincial or federal government department.

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Crown corporation

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A commercial company owned by the government but independently managed.

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Universality of Management

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The reality that management is needed in all types and sizes of organisation, at all organisational levels, in all organisational work areas, and in organisationsin all countries around the globe.

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SMO

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Small and medium sized organisations are community organisations that have fewer than 500 paid staff. Community organisation includes a wide range of non profits.

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SME

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Small and medium enterprises are all businesses with fewer than 500 employees. They are for profit organisations.

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Omnipotent view of Management

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The view that management is directly responsible for an organisations success or failure.

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Symbolic view of Management

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The view that management have only a limited effect on substantive organisational outcomes because of the large number of factors outside their control.

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External environment

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Outside forces and institutions that can potentially affect the organisations performance.

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Specific Environment

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The part of the external environment that is directly relevant to the achievement of am organisations goals.

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Stakeholders

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Any constituencies in the organisations external environment that are affected by the organisations decisions and actions.

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Shareholders

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Individuals or companies that own stocks in a business.

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Specific environment key forces

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Customers, suppliers, competitors, employees, unions, shareholders, communities, media, governments, trade and industry associations, social and political action groups.

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General environment key forces

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Political, legal, socio-cultural, technological, environmental, economic.

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European Union (EU)

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A union of 28 European countries that forms an economic and political entity.

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North American Free Trade Agreement (NAFTA)

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An agreement among the Canadian, American and Mexican governments in which barriers to free trade are reduced.

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Association of Southeast Asian Nations (ASEAN)

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A trading alliance of 10 Southeast Asian countries.

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Trans-Pacific Partnership (TPP)

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A group of 12 Pacific Rim countries (including Canada) that intend to revolutionise Asian trade relations.

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Brazil, Russia, India, China, and South Africa (BRICS)

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An association of leading emerging economies aiming to create mechanisms for consultation and cooperation.

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World Trade Organisation (WTO)

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A global organisation of 153 member countries that deals with the rules of trade among nations.

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Market economy

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An economic system in which resources are primarily owned by the private sector.

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Planned economy

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An economic system in which all economic decisions are planned by a central government.

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National culture

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The values and attitudes shared by individuals from a specific country that shape their behaviour and beliefs about what is important.