Management Ch 1

Front 1

Why are managers Important (2)

Back 1

org's need their managerial skills, esp in today's business climate and challanges

critical to getting things done

Front 2

Who is a manger

Back 2

A manager is someone who works with and through other people, coordinating, overseeing, and/or integrating thier work to accomplish org goals

Front 3

Types of Managers

Back 3

Top managers- responsible for making org-wide decisions, and estab. goals/plans for entire org. VP, Pres, COo, CEO

Middle managers- manage work of first-line managers. regional, product, store manager

First Line Managers- manage work of nonmanagerial employees who are usuallyu involved in producing the products or servising the org's customers. supervisors, shift managers

Front 4

What is an organization (org) (3)

Back 4

-has a distinct purpose
- is composed of ppl
- has a structure where members do their work

Front 5

what do managers strive for?

Back 5

low resourse waste (high efficiency) and high goal attainment (high effectiveness)

Front 6

what does management do?

Back 6

coordinate/oversee the work of others so that their work is completed efficently and effectively.

Front 7

efficiency

Back 7

getting the most output from the least input. concerned with the meanst, the efficent use of resources.

Front 8

effectiveness

Back 8

those wrok activities that'll help the org reach its goals. concerned with the ends

Front 9

Productivity =

Back 9

efficienty + effectiveness=

Front 10

productivity is

Back 10

a performance measure that includes both efficiency and effectiveness

Front 11

effective mgmt (5)

Back 11

- high productivity
-high job satisfaction
- low absenteeism
- low turnover
- org. citizanship behavior

Front 12

fayol's magmt fns (4-5)
what do they lead to?

Back 12

Planning- setting goals, estab strategies, and developing plans to coordinate activities

organizing- arranging and structuring goals. determining what tasks to be donw, ,how and hwo,

Leading/ commanding: motivating, leading and any other actions involved in dealing with ppl.

Controlling: monitoring activities to ensure they are accomplished as planned

coordinating

they lead to achieving the org's stated purpose

Front 13

mintzberg's managerial roles and contemporary model of managing (4)

Back 13

managerial roles, interpersonal roles, informational roles, decisional roles

Front 14

managerial roles (mintzberg)

Back 14

specific actions/ behaviors of and exhibited by a MGR

looking at expectations and responsibilities of the role

Front 15

Interpersonal Roles (mintzberg)

Back 15

figurehead, leader, leason. duties are ceremonial and symbolic in nature

Front 16

informational roles (mintzberg)

Back 16

monitor, disseminator, spokesperson.

Involves collecting, receiving, and disseminating info.

Front 17

Decisional Roles (mintzberg)

Back 17

entrepreneur, disturbance handler, resource allocator, negotiator. involves making decisions/choices

Front 18

How does mgmt influence action? (3)

Back 18

- by managing actions directly (negotiating, contracts, mng projects)

-by mng ppl who take action (motivation, team building...)

-mng info that propels ppl to take action (using budgets, goals, incentives)

Front 19

framing

Back 19

how a mngr approaches their job

Front 20

scheduling

Back 20

the tasks a mgr does

Front 21

KATZ 3 critical mgt skills

Back 21

- technical: knowledge and proficiency in a specific field ( more important for 1st line mngrs)

- human skills: ability to work well with others

- Conceptual: ability to think and conceptualize about abstract and complex situations. ( to see the org as a whole, understand relationships). top mngrs need conceptual skills

Front 22

Importance of Customers

Back 22

mng cust. relationships is the responsibility of all employees and is essential for survival

Front 23

Imoportance of Innovation

Back 23

doing things differently, new territory, taking risks.
requires culture and mgmt support

Front 24

sustainability

Back 24

achieving business goals, maximizing long term shareholder value; while achieving economic, environmental, and social goals

Front 25

changes impacting mgr jobs (4)

Back 25

changing tech, increased threats to security, increased emphasis on org and managerial ethics, increased competitiveness

Front 26

Luthans activities that mngrs do

Back 26

comm: exchanging info, processing paperwork

trad mgmt: decision making, planning organizing, controlling

hr mgmt: motivating, disciplining, mng, conflict, staffing, training

networking (IMPORTANT): socializing, politicking, interacting w/others

Front 27

effective mgrs vs successful mngrs

Back 27

effective mngrs: spend most of the time communicating; successful mngrs spend their time networking!!