OUTLINE_FOR_MIDTERM - Chapter 1 Managers and Managing...

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

View Full Document Right Arrow Icon
Chapter 1 – Managers and Managing Management – working WITH (interpersonal, comm. Skills, dealing with people) and THRU (delegation, COC) INDIVIDUALS (Maslow’s emphasis) & GROUPS (diff variety, types) in order to achieve GOALS (long term desired result diff from objective short term) Managers must have: Threshold skills (hard skills) like accounting, finance, marketing, ops management AND “soft skills” or the human relations skills. -most effective managers succeed b/c they are able to adapt and adjust to new organizational context -orgs are efficient when managers minimize the amt of input resources (labor, raw materials, component parts) or amt of time needed to produce an output of goods or services -orgs are effective when managers choose appropriate goals and then achieve them. Managers who are effective are those who choose the right org goals to pursue and have the skills to use the resources efficiently. -job of management is to help an org make best use of its resources to achieve the goals 4 essential managerial functions (POLC) 1)Planning – 3 steps in planning process a) decide which goals the org will pursue b) decide what courses of action to adopt to retain the goals c) decide how to allocate org resources to attain goals -outcome of planning is STRATEGY 2) Organizing – involves grouping people -managers also rely out lines of authority and responsibility between diff individs and gps -outcome of organizing is the creation of ORGANIZATIONAL STRUCTURE 3) Leading – leadership depends on use of power, influence, vision, persuasion and comm. Skills to: coordinate behaviors of indiv and gps so activities and efforts are in harmony, and to encourage employees to perform at a high level 4)Controlling – managers take action to improve performance -outcome of control process is the ability to measure performance accurately and regulate org efficiency and effectiveness Measuring Managerial Performance – Drucker suggests managers evaluated/measured on 3 Es: Economy – terms and conditions under which human and material resources acquired Efficiency – amt of resources incurred to produce goods and services Effectiveness – how well org is doing in meeting its goals Types of managers: First line (supervisors) ----- middle --------------top (resp for perform at all departments) Restructuring – promotes efficiency by reducing costs and allowing the org to make better use of its remaining resources
Background image of page 1

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

View Full DocumentRight Arrow Icon
-under empowerment and self managed teams, employees assume many of responsibilities and duties previously performed by first line managers. They provide advice, coach, mentor and give guidance and help Managerial Roles (described by Mintzberg) Role: A set of specific tasks a person performs because of positions they hold 1) Interpersonal 2) Informational 3) Decisional Managerial Skills 1) Conceptualize – analyze and diagnose situation, find cause and effect, ability to dream 2) Human skills – ability to understand, alter, lead and control people’s behavior; interrelate
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 01/07/2010 for the course TELFER ADM1300 taught by Professor Peterkoppel during the Fall '09 term at University of Ottawa.

Page1 / 28

OUTLINE_FOR_MIDTERM - Chapter 1 Managers and Managing...

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