SUMMARY - Chapter 1 1. What is management? Management...

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Chapter 1 1. What is management? Management refers to the process of coordinating and integrating work activities so they're completed efficiently and effectively with and through other people. 2. What is the difference between efficiency and effectiveness h Efficiency refers to the relationship between inputs and outputs and is often referred to as “doing things right.” Effectiveness refers to completing activities so that organizational goals are attained, and is often described as “doing the right things.” 3. Describe the four functions all managers perform . All managers perform the four functions of planning, organizing, leading, and controlling. Planning is the process of defining goals, establishing a strategy for achieving them, and developing plans to integrate and coordinate activities. Organizing means designing an organization's structure. Leading means integrating and coordinating the work of the organization's people. Controlling is monitoring, comparing, and correcting the actual work performance. 4. How are managers different from operatives? A manager is an organizational member who integrates and coordinates the work of others. Operatives do not integrate and coordinate the work of others. 5. List and contrast the three different levels of management. The three different levels of management are first-line managers (the lowest level, often called supervisors), middle managers (all levels between first-line and top level), and top managers (responsible for making organizationwide decisions and establishing policies and strategies that affect the entire organization). 6. Describe the three skills for managers that Katz gave. How does the importance of the three skills change depending on management level? Robert Katz felt that managers needed three essential skills—technical, human, and conceptual. Technical skills include knowledge of or proficiency in a certain specialized field; human skills are the ability to work well with other people both individually and in a group; and conceptual skills include the ability to think and conceptualize about abstract situations. The importance of the three skills varies with management level in that top managers need more conceptual skills and lower-level managers need more technical skills. Human skills are important at all levels of management. 7. Describe Mintzberg's 10 management roles and how they are used to explain what managers do. Mintzberg concluded that managers perform 10 different but highly interrelated roles. These are interpersonal (figurehead, leader, liaison), informational (monitor, disseminator, spokesperson), and decisional (entrepreneur, disturbance handler, resource allocator, negotiator). They explain what managers do by describing specific categories of managerial behavior. 8. Describe an organization using the systems perspective.
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SUMMARY - Chapter 1 1. What is management? Management...

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