Chapter 1 Notes MGMT 201.pdf - This OpenStax ancillary...

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This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be attributed to OpenStax, Rice University and any changes must be noted. CHAPTER ONE Managing and Performing CHAPTER SUMMARY This chapter introduces management; including the various roles managers fulfill, levels of management, and management skills. The chapter presents the various of functions that managers fulfill in organizations. Much of their time is spent communicating with subordinates, their bosses, and numerous people from outside the organization. Managers also perform a variety of roles in an organization. The three major types of roles include interpersonal roles, informational roles, and decisional roles. The extent of each of these roles depends on the manager’s position within the organizational hierarchy. In recent years, many global businesses were reorganized to make them more efficient, nimble, and competitive. This reorganization resulted in decentralizing many processes along with elimination of middle management layers, resulting in many more responsibilities loaded onto managers in downsized, flatter organizations. The two most salient perceptions of a manager are (1) the manager’s level in the organizational hierarchy and (2) the type of department or function for which he is responsible. Levels include executive, middle, and first-line management. Managers can also be distinguished by three types of management skills. While top-level executives utilize conceptual skills, first-line managers spend more time using their technical skills. Human relations skills, or people skills, remain important for success at all three levels in the hierarchy. This chapter presents introductory information about management and sets the stage for the following chapters on various areas of management; including human resource management, strategic management, motivation, leadership, ethics, global management, diversity/equity, communication, etc.
Principles of Management LEARNING OUTCOMES Ø 1. What do managers do to help organizations achieve top performance?
May 1, 2019 2

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