Manager and management

Manager and management

Manager:someone who coordinates and oversees the work of other people so that the organizational goals can be accomplished.

First-line managers:managers at the lowest lever of the organization that manages the work of nonmanagerial emplorees.

Middle managers:managers between the first lever and the top lever of the organization who manage the work of first-line managers.

Top managers:managers at or near the upper levers of the organization structure who are responsible for making organization-wide desitions and establishing the goals and plans that affect the entire organization.

Management:coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

The four contemporary functions of management:

Planning:management function that involves defining goals ,establishing strategies for acheving those goals ,and developing plans to integrete and coordinate activities.

Organizing:management functions that involves arranging ang structuring work to accomplish the organization’s goals.

Leading:management function that involves working with and through other people to accomplish organizatioonal goals.

Controlling:management functions that involves monitoring ,comparing and correcting work performance.

10 managerial roles developed by Mintzberg:

Management roals :specific categories of managerial behavior.

Informational roles:managerial roles that involve collecting ,receiving ,and disseminating information.

?monitor

?disseminator

?spokesperson

interpersonal roles :managerial roles that involve people and other duties that are ceremonial and symbolic in nature.

?figurehead

?leader

?liaison

desitional roles:managerial roles that revolve around making choice.

?entrepreneur

?disturbance handler

?resource allocator

?negotiator

organizasional culture

organizational culture:the shared values ,principles ,traditions ,and ways of doiing things that influence the way that organizational members act.

Planing

Programmed disitions & nonprogrammed disitions:

Programmed desition: a repetitive desition that can be handled by a routine approach. Nonprogrammed desitions: a unique desition that requires a custom-made solution.

Purposes of planing: 1.provides direction

2.reduces uncertainty

3.minimizes waste and redundancy

4.sets the standards for controlling

Strategic management:what managers do to develop the organization’s strategies.

The steps in the strategic management process( a six-step process that encompasses srategic planning,implementation ,and evalution.):

?Identifying the organization’s current mission ,goals, and strategies.

?Doing an external analysis

?Doing an internal analysis

?Formulating strategies

?Implementing strategies

?Evaluating results

organizasion

departmentalization:the basis by which jobs are groped together.

Product departmentalization:grouping jobs by product line.

+allows specialization in particular products and services

+managers can become experts in their industry

+closer to customers

-duplication of functions

-limited view of organizational goals

Process departmentalization:grouping jobs on the basis of product or customer flow.

+more efficient flow of work activities

-can only be used with certain types of products

Organic and mechanistic organization:

Organic organization: an organizational design that’s highly adaptive and flexible.

Mechanistic organization: an organizational design that’s rigid and tightly controlled. Contingency factors that influence organizational design(structural contingency factors) Structural desitions are influenced by:

?overall strategy of the organization

?size of the organization

?technology used by the organization

?nonverbal communacation

communication:the transfer and unerstanding of meaning.

Communication process;the seven elements involved in transferring meaning from one person to another.

Encoding:converting a message into symbols.

Docoding:retranslateing a sender’s message.

Nonverbal commuaication:communication transmitted without words.

Body language:gestures,facial configurations, and other movements of the body that convey meaning.

Human resource management process:activitis necessary for staffing the organization and sustaining high employee performance.

Human resource planing:ensuring that the organization has the right number and kinds of capable people in the right places and at the right times.

Job descriptions and job specifications

Job description:a writter statement that describes a job.

Job specification:a statement of the minimum qualifications that a person must possess to perform a given job successfully.

Traditional training methods

On-the-job:employees learn how to do tasks simply by performing them ,usually after an initial introduction to the task.

Job rotation:employees work at different jobs in a paticular area ,getting exposure to a variety of tasks.

Managing change

External forces;:marketplace/govermental laws and regulations/technology/labor market/ecnomic changes

Interal forces:changes in organizational strategy/workforce changes/new equipment/employee attitudes.

Motivation:the process by which a person ‘s efforts are energized, directed, and sustained toward attending a goal.

Theory X: the assumption that employees dislike work , are lazy ,avoid responsibility ,and must be coerced to perform.

Theory Y: the assumption that employees are creative ,enjjoy work ,seek responsibility ,and can exercise self-direction.

Maslow’s hierarchy of needs theory:

Hierarchy of needs:

Lower-order(external):physiological,safety

Higher-order(internal):social, esteem ,self-actualization.

Leadership: the process of influencing a group to achieve goals.

Leader:someone who can influence others and who has managerial authority.

Managers versus leaders:

Managers:1.are appointed to their position .2.can influence people only to the extent of the formal authority of their position. 3.do not necessarily have the skills and capabilities to be leaders. Leaders:1.are appointed or emerge from within a work group. 2.can influence other people and have managerial authori ty.3.don’t necessary have the skills and capabilities to be managers.

University of lowa studies(Kurt Lewin)

Identified three leadship styles:

?autocratic style: centralized authority , low participation

?democratic style:involvement ,high participation, feedback

?laissez faire style: hands-off management