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Unformatted text preview: 1-1 Managerial LevelsTopManagersMiddle ManagersFirst-Line ManagersNonmanagerial Employees1-2 Efficiency and Effectiveness in ManagementEfficiency (Means)Effectiveness (Ends)Resource UsageGoal AttainmentLow WasteHigh AttainmentManagement Strives for:Low Resource Waste (high efficiency)High Goal Attainment (high effectiveness)1-3 Management FunctionsPlanningOrganizingLeadingControlling→Defining goals, establishing strategy, and developing plans to coordinate activitiesDetermining what needs to be done, how it will be done, and who is to do itMotivating, leading, and any other actions involved in dealing with peopleMonitoring activities to ensure that they are accomplished as plannedLead toAchieving the organization’s stated purposes1-4 Mintzberg’s Managerial RolesRoleDescriptionExamples of Identifiable ActivitiesInterpersonalFigureheadSymbolic head; obliged to perform a number of routine duties of a legal or social natureGreeting visitors; signing legal documentsLeaderResponsible for the motivation of subordinates; responsible for staffing, training, and associated dutiesPerforming virtually all activities that involve subordinatesLiaisonMaintains self-developed network of outside contacts and informers who provide favors and informationAcknowledge mail; doing external board work; performing other activities that involve outsidersInformationalMonitorSeeks and receives wide variety of internal and external information to develop thorough understanding of organization and environmentReading periodicals and reports; maintaining personal contractsDisseminatorTransmits information received from outsiders or from subordinates to members of the organizationHolding informational meetings; making phone calls to relay informationSpokespersonTransmits information to outsiders on organization’s plans, policies, actions, results, etc.Holding board meetings; giving information to the mediaDecisionalEntrepreneurSearches organization and its environment for opportunities and initiates “improvement projects” to bring about changesOrganizing strategy and review sessions to develop new programsDisturbance handlerResponsible for corrective action when organization faces important, unexpected disturbancesOrganizing strategy and review sessions that involve disturbances and crisesResource AllocatorResponsible for the allocation of organizational resources of all kinds-making or approving all significant organizational decisionsScheduling; requesting authorization; performing any activity that involves budgeting and the programming of subordinates’ workNegotiatorResponsible for representing the organization at major negotiationsParticipating in union contract negotiations1-5 Skills Needed at Different Managerial LevelsTop ManagersConceptual SkillsConceptual SkillsHuman SkillsHuman SkillsHuman SkillsTechnical SkillsTechnical SkillsMiddle ManagersLower-Level Managers1-6 Managerial SkillsConceptual Skills-Ability to use information to solve business problems-Identification of opportunities for innovation...
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This note was uploaded on 04/20/2009 for the course MAN 14029 taught by Professor Thompson during the Spring '09 term at University of Illinois at Urbana–Champaign.
- Spring '09
- The Land