MANAGEMENT NOTES

MANAGEMENT NOTES - MANAGEMENT NOTES CHAPTER 1: Introduction...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
MANAGEMENT NOTES CHAPTER 1: Introduction to management and organizations I. Who are managers? a. Manager – someone who coordinates and oversees the work of other people so that organizational goals can be accomplished b. A manager’s job is not about personal achievement-it’s about helping others do their work c. First-line managers – the lowest level of management, manage the work of non-managerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers i. Shift managers, district managers, department managers, etc d. Middle-line managers – all levels of management between the first level and the top level of the organization i. Regional manager, project leader, division manager, etc e. Top managers – responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization i. Executive vice-president, president, COO, CEO, etc II. What is management? a. Management – involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively b. Efficiency – refers to getting the most output from the least amount of inputs c. Effectiveness – doing those work activities that will help the organization reach its goals d. Efficiency is concerned with the means of getting things done; effectiveness is concerned with the ends or attainment of organizational goals. III. What do managers do? a. Management functions i. Early 20 th century, Henri Fayol, a French industrialist, first proposed that all managers perform five functions: planning, organizing, commanding, coordinating, and controlling ii. As managers engage in planning , they define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities iii. Organizing – determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made iv. Leading – when managers motivate subordinates, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues v. Controlling – the process of monitoring, comparing, and correcting b. Management roles 1
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
i. Management roles – refers to specific categories of managerial behavior ii. Henry Mintzberg, a prominent management researcher, studied actual managers at work iii. EXHIBIT 1-4 iv. Interpersonal roles- roles that involve people and other duties that are ceremonial and symbolic in nature v. The three interpersonal roles include figurehead, leader, and liaison vi. Informational roles – collecting, receiving, and disseminating information vii. The three informational roles are monitor, disseminator, and spokesperson viii. Decisional roles – entail making decisions or choices ix. The four decisional roles are entrepreneur, disturbance handler,
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/09/2008 for the course MGMT 340 taught by Professor Thompson during the Fall '07 term at Ill. Chicago.

Page1 / 30

MANAGEMENT NOTES - MANAGEMENT NOTES CHAPTER 1: Introduction...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online