MGMT 301 Chapter 1

Manager
persons who directly supervise, support and help activate work efforts to achieve the performance goals of individuals, teams, or an organization. responsible for the work of others
First-line managers
supervise people who perform nonmanagerial duties (dept. head, supervisor, team lead, unit manager)
Middle managers
oversee the work of large departments or divisions (division manager, regional manager, branch manager)
Top managers
guide the performance of the organization as a whole or of one of its major parts. must be alert to trends in external environment, set strategy and lead organization to success (executive director, President, Administrator, Vice President)
Board of Directors
elected by stockholders to represent their ownership interests
Board of Trustees
elected by local citizens or appointed by government bodies or invited to serve the interest of a nonprofit organization
Governance (big issues)
oversight of top management by a board of directors or board of trustees
Accountability
the requirement to show performance results to a supervisor
effective manager
successfully helps others achieve high performance and satisfaction in their work
Quality of work life (QWL)
the overall quality of human experience in the workplace
Four functions in the management process
Planning
Organizing
Leading
Controlling
Management process
planning, organizing, leading and controlling the use of resources to accomplish performance goals
Planning
the process of setting objectives and determining what should be done to accomplish them
Organizing
the process of assigning tasks, allocating resources, and coordinating work activities
Leading
the process of arousing enthusiasm and inspiring efforts to achieve goals. involves building commitment to plans. one of the most talked about managerial duties.
Controlling
the process of measuring performance and taking action to ensure desired results. taking corrective action as needed. gather and interpret information on performance results to make adjustments
Mintzberg’s three sets of roles for good managers
Interpersonal
Informational
Decisional
Interpersonal Roles
How a manager interacts with others inside and outside the work unit:
Figurehead, Leader, Liaison
Figure Leader
someone who represents a company in an official way or ceremony
Liasion
engaging with external stakeholders (media/government)
XEROX
Right to say/useful to say
how can i impact this meeting?
silence-lost opportunity
Informational Roles
Focus on the giving, receiving, and analyzing of information (processes info):
Monitor (external-info that help, internal-report the basic metrics), Disseminator (know what’s going on, how to adjust/take an advantage from this situation), Spokesperson
Decisional Roles
Involves using information to make decisions to solve problems or address opportunities:
Entrepreneur, Disturbance handler, Resource allocator, Negotiator
agenda setting
identifies important action priorties
Networking
involves building and maintaining positive relationships with other people, ideally who will be useful someday
Social capital
the capacity to attract support and help from others in order to get things done (based on the people you know and how well you relate to them)
Katz’s essential skills of managers
Technical
Human
Conceptual
Technical Skills
the ability to use a special proficiency or expertise to perform particular tasks (accountant, engineer, financial planner, systems analyst, ect…). at lower levels of management these skills are more important but become less important at higher levels of management
Human Skills
the ability to work well in cooperation with other people; emotional intelligence (networking, develop social capital) equally important at all levels of management
Conceptual Skills
the ability to think analytically and solve complex problems into smaller parts, see the relationship between the parts and recognize the implications of any one problem for others. This skill gains importance in higher levels of management.
Emotional Intelligence
the ability to manage ourselves and our relationships effectively
Five foundations of Emotional Intelligence
1. Self-awareness-understanding moods and emotions
2. Self-regulation-thinking before acting; controlling disruptive impulses
3. Motivation-working hard and persevering
4. Empathy-understanding the emotions of others
5. Social skills-gaining rapport and building good relationships
lifelong learning
the process of continuously learning from our daily experiences and opportunities
Globalization (big issues)
the worldwide interdependence of resource flows, product markets, and business competition
Global sourcing (big issues)
involves contracting for work that is performed in other countries and search the world to buy the things they need wherever they can be found at the lowest price
Job migration
occurs when global outsourcing shifts from one country to another
Ethics (big issues)
set of moral standards of what is ‘good’ and ‘right’ behavior in organizations and in our personal lives
Workforce diversity (big issues)
describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation, and able-bodiedness
glass ceiling effect
is an invisible barrier limiting career advancement of women and minorities
Prejudice
is the display of negative, irrational attitudes toward women or minorities
Discrimination
actively denies women and minorities the full benefits of organizational membership
Free-agent economy
people change jobs more often, and many work on independent contracts with a shifting mix of employers
Shamrock organization
operates with a core group of full-time long-term workers supported by others who work on contracts and part time
‘gig’anomics
even well trained professionals make their livings moving from one ‘gig’ to the next, instead of holding a traditional full-time job
Intellectual capital
the collective brainpower or shared knowledge of a work-force.
Intellectual capital = Competency x Commitment

Competency-job relevant capabilities
Commitment-willingness to work hard in applying them to important tasks

knowledge workers (big issues)
persons whose minds, not just physical capabilities, are critical assets to employers (as part of the information age in the workplace)
Self-management (big issues)
the ability to understand oneself, exercise initiative, accept responsibility, and learn from experience.
manager
administrates,system/structure
manager
maintains, rely on control
manager
shor-range view, asks how and when
manager
maintain status quo, does things right
manager
EXCECUTION исполнение
leader
innovates, focus on people
leader
developes, inspires trust
leader
long-range view, asks what and why
leader
challenge status-quo, does the right thing
leader
STRATEGY стратегия
followership
to ba able to follow well
principles:
-easy to follow. easy to join
-new followers-more followers
-be public
-no movement without first follower
-show others how to follow
-first follower-leader
-you should develop others
The Upside-down Pyramid
view of organisations puts customers on the top and being served by nonmagerial workers who are supported by the team leaders and higher-level managers
The Upside-down Pyramid
Top managers (keep missios and strategies clear)-team leaders and managers (help the operating workers do their job)-operating workers (do work directly affecting customer satisfaction)-customers and clients (benefits of organizational efforts)
Non-rpofit
board of trustness, leader (president) or excecutive leader
W.L.Gore structure
-resist titles, it canput you in a box
-employees are self-commit, decide what to do by themselves
-leaders have followers