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18 Cards in this Set
- Front
- Back
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management definition |
process of working with and through others to achieve organizational objectives in a changing environment. central to this process is the effective use of limited resources. |
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efficiency v. effectivness |
efficiency: getting work done with a minimum effort, expense, or waste (UPS having their drivers walk 2.5 strides per second or computer systems to find the most efficient routes considering traffic conditions)
effectiveness: choosing goal and achieving them (Home Depot reducing checkout time by allowing 4 ways customers can pay) (can pay through scanners anywhere in the store, and not in traditional checkout lanes) |
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4 functions of management |
planning: determining organizational goals and a means for achieving them
organizing: deciding where decisions will be made, who will do certain jobs and tasks, and who will work for who within the company
leading: inspiring & motivating workers to work hard to achieve organizational goals
controlling: monitoring progress toward goal achievement and taking corrective action when progress isn't being made |
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management as a process |
set standards to achieve goals ---> compare actual performance to standards ------> make changes to return performance to standards (represented in a circular process) |
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levels of management |
Top Manager (CEO,CFO,COO,CIO) -responsible for the overall direction of the company (develop STRATEGIC plans)
Middle Managers (plant, regional, division managers) -set objectives consistent with top managers goals, and allocating resources to do so (develop TACTICAL plans)
First-Line Managers (office,shift,department managers) -primarily oversee the performance of entry-level employees
Team Leaders (self-management companies) -facilitate team activities toward accomplishing a goal (helps employees work with others efficiently an effectively)
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Mintzberg's 10 Managerial Roles (Informational) |
1) Monitor: seek & receive information, scan periodicals & reports, & maintain personal contacts 2) Disseminator: forwarding information to the organization and it's members (memos & reports) 3) Spokesperson: transmit information to others outside the organization (speeches, reports, memos) |
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Mintzberg's 10 Managerial Roles (Interpersonal) |
1) Figurehead: perform ceremonial duties & symbolic duties (greeting visitors, sign contracts, press releases,etc.) 2) Leader: direct & motivate others, train & counsel, & communicate with colleagues 3) Liaison: maintain information to link both inside and outside organizations (mail, phone calls, & meetings) |
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Mintzberg's 10 Managerial Roles (Decisional) |
1) Entrepreneur: initiate improvement products, identify new and better ideas, delegate ideas to others 2) Disturbance Handler: taking corrective action during disputes or crisis (resolving conflicts) 3) Resource Allocator: decide who gets resources, schedule a budget, and set priorities 4) Negotiator: negotiate contracts, sales, purchases, and represent departmental interests |
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Managerial Skills (what company's look for) |
- Technical Skills: top 2 = team leader & first-line managers - Human Skills: important in all 4 management positions - Conceptual Skills: top 2 = top and middle managers - Motivation to Manage: top 2 = top and middle managers |
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Learning Organization |
-constantly learning new and different ways to do business |
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Managerial Success |
Companies that invest in their people are key to the companies success 1. employment security 2. selective hiring 3. self-managed teams and decentralization 4. high wages contingent on organizational performances 5. training and skill development 6. reduction of status differences 7. sharing information |
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Rights that managers lose their right to do |
-lose their temper -no longer one of the guys -bring personal problems to work -vent frustrations at work, about work -resist any change -pass on tough assignments -get even with adversaries -play favorites -put self interests first -ask others what you wouldn't do yourself -expect to be rewarded or recognized |
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How do mangers learn to manage |
-formal training and education -relationships and mentors -experience, job assignments, "school of hard knocks" |
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Mistakes managers make (Top 10) |
1. insensitive to others (abrasive, intimidating, bullying style) 2. cold, aloof, arrogant 3. betray trust 4. overly ambitious (thinking of next job,playing politics) 5. specific performance problems with business 6. over-managing (unable to delegate) 7. unable to staff effectively 8. unable to think strategically 9. unable to adapt to boss with different style 10. overdependent on advocate or mentor |
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Transition to Management (first 3 months) |
-be the boss -formal authority -manage tasks -job doesn't involve managing people
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Transition to Management (first 6 months) |
-initial expectations were wrong -very fast paced -very heavy workload -job is to be a problem solver, and to troubleshoot for subordinates |
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Transition to Management (first year) |
-no longer a doer -communication, listening, and positive reinforcement -learning to adapt to and control stress -job is people development |
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Changing Paradigm of Management |
-old way vs. new way of doing things -old way: hierarchy organization -new way: constantly learning new and different ways to do business -Terms: delegation, empowerment, teams, * suggests total quality management |
