Management Concepts Chp1

Front 1

Management

Back 1

getting work done through others efficiency and effectiveness

Front 2

What are the four management functions?

Back 2

Planning
Organizing
Leading
Controlling

Front 3

Define Organizing

Back 3

Deciding where decisions will be made.

Who will do what jobs and tasks.

Who will work for whom

Front 4

Define Planning

Back 4

Determining organizational goals and a means for achieving them.

Front 5

Define Leading

Back 5

Leading : Inspiring
: Motivating

Front 6

Define Controlling

Back 6

Monitoring progress toward goal achievement and taking corrective action when needed.

Front 7

What are the kinds of managers?

Back 7

* Top Managers

* Middle Managers

*First-Line Managers

* Team Leaders

Front 8

What are the sub roles of Top Managers?

Back 8

* Chief Executive Officer (CEO)

* Chief Operating Officer (COO)

*Chief Financial Officer (CFO)

* Chief Information Officer (CIO)

Front 9

What are the responsibilities of Top Managers?

Back 9

1. Creating a context for change

2. Developing commitment & ownership in employees.

3. Creating a positive organizational culture through language & action.

4. Monitoring their business environments.

Front 10

What are the sub role of Middle Mangers?

Back 10

* Plant Managers

* Regional Manager

* Divisional Manager

Front 11

What are the responsibilities of Middle Managers?

Back 11

1. Plan & Allocate resources to meet objectives

2. Coordinate & link groups, departments, & divisions.

3. Monitor & Manage the performance of subunits & managers who report to them.

4. Implement changes or strategies generated by top managers.

Front 12

What are the sub roles of First-Line Mangers?

Back 12

* Office Manager

* Shift Supervisor

* Department Manager

Front 13

What are the responsibilities of First-Line Managers?

Back 13

1. Manage the performance of entry-level employees

2. Encourage, monitor & reward the performance of workers.

3. Teach entry-level employees how to do their jobs

4. Make detailed schedules & operating plans.

Front 14

What are the responsibilities of Team Leaders?

Back 14

1. Facilitate team performance

2. Manage external relations

3. Facilitate internal team relationships.

Front 15

What are Mintzberg's Managerial Roles and Subroles?

Back 15

*Interpersonal
-Figurehead
-Leader
-Liaison

*Informational Role
-Monitor
-Disseminator
-Spokesperson

*Decisional Role
-Entrepreneur
-Disturbance Handler
-Resource Allocator
-Negotiator

Front 16

Within Interpersonal Roles, what does a Figurehead do?

Back 16

Figurehead- Managers perform ceremonial duties

Front 17

Within Interpersonal Roles, what does a Leader do?

Back 17

Leader- Managers motivate & encourage workers to accomplish objectives

Front 18

Within Interpersonal Roles, what does a Liaison do?

Back 18

Liaison- Managers deal with people outside their units.

Front 19

Within Informational Roles, what does a Monitor do?

Back 19

Monitor- Managers scan their environment for information.

Front 20

Within Informational Roles, what does a Disseminator do?

Back 20

Disseminator- Managers share information with others in their company

Front 21

Within Informational Roles, what does a Spokesperson do?

Back 21

Spokesperson- managers share information with others outside their departments or companies.

Front 22

Within Decisional Roles, what does a Entrepreneur do?

Back 22

Entrepreneur- managers adapt to incremental change.

Front 23

Within Decisional Roles, what does a Disturbance Handler do?

Back 23

Disturbance Handler- managers respond to problems that demand immediate action

Front 24

Within Decisional Roles, what does a Resource Allocator do?

Back 24

Resource Allocator- Managers decide who gets what resources.

Front 25

Within Decisional Roles, what does a Negotiator do ?

Back 25

Negotiator- Managers negotiate schedules, projects, goals, outcomes, resources, & raises.

Front 26

What does a company look for in a Manager?

Skills?

Back 26

Technical Skills

Human Skills

Conceptual Skills

Motivation to Manage

Front 27

Define Technical Skills

Back 27

the ability to apply the specialized procedures, techniques, and knowledge required to get the job done. This is most important for lower level managers. Example: Technical skills include knowing how to design an integrated circuit in a high-tech firm or knowing how to use a variety of computer software applications in an office

Front 28

Define Human Skills

Back 28

the ability to work well with others. Human skills are equally important for all levels of management. Upper level management spends most time dealing directly with people. Example: A department manager uses human skills to establish rapport with her subordinates or to gain support from top management for her department.

Front 29

Define Conceptual Skills

Back 29

the ability to see the organization as a whole, how the different parts affect each other, and how the company fits into or is affected by its environment.

--Conceptual skills increase in importance as managers move up hierarchy. Managers with above-average intelligence outperform managers with average intelligence. Example: A vice-president of finance may not only understand how his department impacts the organization but how the organization’s financial performance compares with that of competitors.

Front 30

Define Motivation to Manage

Back 30

an assessment of how enthusiastic employees are about managing the work of others. Managers at higher levels typically have stronger motivation to manage than their subordinates. Managers with stronger motivation to manage are promoted faster, are rated as better managers by their employees, and earn more than managers with a weak motivation to manage.

Front 31

What are the Top Ten Mistakes made by Managers?

Back 31

Cold, aloof, arrogant.

Betrayal of trust.

Overly ambitious: thinking of next job, playing politics.

Specific performance problems with the business.

Overmanaging: unable to delegate or build a team.

Unable to staff effectively.

Unable to think strategically.

Unable to adapt to boss with different style.

Overdependent on advocate or mentor.