Ch. 1 Management Roles

Management
The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling.
Controlling
This function of management involves monitoring performance, comparing it with goals, and making adjustments if needed.
Organizing
This function of management involves arranging task, people, and resources.
Leading
This function of management involves directing, motivating, training, and influencing people to achieve organizational goals.
Efficiency
Using resources (people, raw material, etc.) wisely; getting the most output for the least input.
(focus = the “means”; how thing are done)
Effectiveness
Achieving organizational goals.
(focus = the “ends”; focus on RESULTS)
Top “Upper” Management
These managers make long-term decisions about the overall direction of the organization. (Ex. CEO, CIO COO)
Middle Management
These managers implement the policies/procedures of top managers.
(regional managers, district manager)
First-Line Management
These managers make short-term operating decisions and supervise non-managerial personnel.
(foreman, clerical supervisor)
Functional Manager
A manager who is responsible for only one organizational activity.
(VP of marketing)
General Manager
A manager who is responsible for serval organizational activities.
(CEO, EVP)
3 Principle Manager Skills
Technical, conceptual and human skills.
Technical Skills
The job specific knowledge needed to perform well in a specialized field.
(more important for lower level managers, ex. C++)
Conceptual Skills
The ability to think analytically and visualize the organization as a whole/how the individual parts fit together.
(become more important as move up the orgz)
Human “Soft” Skills
The ability to work well in cooperation with others to get work done.
(important to all mgmt. levels)
3 Types of Managerial Roles
Interpersonal, informational, and decisional roles.
Interpersonal Role
In this managerial role, managers interact with people inside/outside their units.
(figurehead, leader, liaison)
Informational Role
In this managerial role, managers receive and communicate information.
(monitor, disseminator, spokesperson)
Decisional Role
In this managerial role, managers use information to make decisions.
(entrepreneur, disturbance handler, negotiator, resource allocator)
Monitor Role
In this role, managers seek and receive information, scan papers/reports.
Disseminator Role
In this role, managers forward information to others, send memos, and make phone calls.
Spokesperson Role
In this role, managers represent the unit to outsiders in speeches and reports.
Figurehead Role
In this role, managers perform ceremonial and symbolic duties, receive visitors.
Leader Role
In this role, managers direct and motivate subordinates, train, advise, and influence.
Liaison Role
In this role, managers maintain information links in and beyond the organization.
Entrepreneurial Role
In this role, managers initiate new projects, spot opportunities, and identify areas of business development.
Disturbance Handler Role
In this role, managers take corrective action during crises, and resolve conflicts.
Resource Allocator Role
In this role, managers make decisions about who gets rewards/resources, budget, and set priorities.
Negotiator Role
In this role, managers represent the department/firm during negotiations.
Entrepreneurship
The process of taking risks and trying to create a new enterprise.
Intrapreneurship
Someone who works within an existing company to find opportunities for a product/service and mobilizes the organization’s resources to try to realize it.