The Management Process Today pp 32

The Management Process Today pp 32 - The Management Process...

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The Management Process Today pp 32-65 Values, Attitudes, Emotions, and Culture: The Manager as a Person pp 66- 99 Options for Organizing Business pp 2-31 Organization, Teamwork, and Communication pp 134-163 Business Decisions and Financial Accounting pp 164-205 Financial Reporting and Analysis pp 308-353 Read Carefully 308-315 Skim 316-353 Please review the GE Annual Report distributed in class Four Tasks of Management 1. Planning [tactical] –choose appropriate goals and courses of action 2. Organizing [Communication/Authority] –establish task and authority 3. Leading [Individuals/Groups] –motivate, coordinate, and energize 4. Controlling [Monitor/Evaluate] –establish accurate measuring and evaluate Levels of Management 1. CEO [Cheese] 2. Top Managers [VP, EVP] 3. Middle Managers [Shift Supervisor, District Manager] 4. First-Line Managers [Foreperson, Office Manager, Sergeant] *CEO (Chief Executive Officer) > COO (Chief Operating Officer) 1. Top-management group: a group composed of the CEO, the COO, the president, and the heads of the most important departments. 2. Top manager: a manager who establishes organizational goals, decides how departments should interact , and monitors the performance of middle managers. 3. Middle manager: a manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals. 4. First-line manager: often called SUPERVISORS —a manager who is responsible for the daily supervision of non-managerial employees. What Do Managers Manage? 1. Resources: people, money, plant and equipment 2. Plans Execution Allocation (Top managers devote most of their time to planning and organizing) 3. Careers: theirs and others’ 4. ****their own time Bennis—“The Artform of Leadership” Leaders are most concerned with companies’ basic purpose, why they exist and general direction… not with the “how to” do but what the company does . Leaders are more concerned with “doing the right thing” rather than “doing things right” Leaders possess the following core competencies:
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1. Vision 2. Communication and alignment 3. Persistence, consistency and focus 4. Empowerment Goleman—“What Makes a Leader” 1. Very difficult to determine who has the “right stuff” to be a leader. 2. Thousands of books have been written. 3. Different situations call for different types of leaders. 4. Most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as EMOTIONAL INTELLIGENCE. ( IQ and technical skills are needed as “threshold capabilities” to get into the game & then E I steps in ) SELF MANAGED SKILLS - Introspective 1. Self-Awareness 2. Self-Regulation 3. Motivation MANAGING RELATIONS WITH OTHERS 4. Empathy 5. Social Skill 1. SELF -AWARENESS Introspective Having a deep understanding of one’s emotions, strengths, weaknesses, needs and drives. Honest with themselves and others.
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This note was uploaded on 01/09/2011 for the course SMG 121 taught by Professor Arnold during the Spring '08 term at BU.

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The Management Process Today pp 32 - The Management Process...

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