Mid-term Notes - Chapter 1 What Managers Do Definitions 1...

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Chapter 1 What Managers Do Definitions 1. Manager: Someone who gets things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. 2. Organization: A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. Management Functions 3. French industrialist Henri Fayol wrote that all managers perform five management functions: plan, organize, command, coordinate, and control. Modern management scholars have condensed these functions to four: planning, organizing, leading, and controlling. Management Roles Introduction In the late 1960s, Henry Mintzberg studied five executives to determine what managers did on their jobs. He concluded that managers perform ten different, highly interrelated roles or sets of behaviors attributable to their jobs. 4. The ten roles can be grouped as being primarily concerned with interpersonal relationships, the transfer of information, and decision making. (Exhibit 1-1) a. Interpersonal Roles: Figurehead, Leader, Liaison (ppt1-6) b. Informational Roles: Monitor, Disseminator—a conduit to transmit information to organizational members, represent the organization to outsiders (ppt 1-7) c. Decisional Roles: Entrepreneur, Disturbance handlers, Resource allocator, Negotiator role (ppt1-8) Management Skills 5. Technical Skills—The ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job. 6. Human Skills—Ability to work with, understand, and motivate other people, both individually and in groups, describes human skills. 7. Conceptual Skills—The mental ability to analyze and diagnose complex situations Effective Versus Successful Managerial Activities (ppt1-11) 8. Luthans and his associates studied more than 450 managers. They found that all managers engage in four managerial activities. (ppt1-10) a. Traditional management b. Communication c. Human resource management d. Networking e. Successful managers are defined as those who were promoted the fastest. (Exhibit 1-2) A Review of the Manager’s Job
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9. One common thread runs through the functions, roles, skills, and activities approaches to management: managers need to develop their people skills if they are going to be effective and successful. Chapter 2 DIVERSITY We are not all the same! Effective diversity management increases an organization’s access to the widest pool of skills, abilities, and ideas. 1. Differences lead to miscommunication, misunderstanding, and conflict. Demographic Characteristics of the U.S. Workforce a. Predicted change to the U.S. workforce has happened. b. Ethnic groups comprise a larger component of the workforce.
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