MGT291notes - ManagementChapter1 17:47 :teamplayers

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Management Chapter 1 17:47 Management-the process of working with and through others to achieve organizational  objectives in an efficient and ethical manner. Successful managers are: team players Central feature of this definition is “working with and through others” Observational studies by Henry Mintzberg and others have found the typical manager’s  day to be a fragmented collection of brief episodes Clark Wilson’s Effective Manager’s Skill Profile: Clarifies goals and objectives for everyone involves Encourages participation, upward communication, and suggestions Plans and organizes for an orderly work flow Has technical and administrative expertise to answer organization-related questions Facilitates work through team building, training, couching, and support Provides feedback honestly and constructively Keeps things moving by relying on schedules, deadlines, and helpful reminders Controls details without being overbearing Applies reasonable pressure for goal accomplishment Empowers and delegates key duties to others while maintaining goal clarity and  commitment Recognizes good performance with rewards and positive reinforcement Wilson’s managerial skills research yields 3 useful lessons:
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Dealing effectively with people is what management is about Managers with high skills mastery tend to have better subunit performance and  employee morale than managers with low skill mastery Effective female and male managers do not have significantly different skill profiles 21 st  Century Managers Ego-centered leaders are being replaced by customer-centered leaders Employees increasingly are being viewed as internal customers Organizational behavior- (OB)-interdisciplinary field dedicated to better understanding  and managing people at work.  Both research and application oriented. Basic levels: individual, group, and organizational Horizontal discipline that cuts across virtually every job category, business function, and  professional specialty Three significant landmarks in the evolution of understanding and managing people: Human Relations Movement Management began looking for new ways to handle employees Behavioral scientists conducting on the job research started calling more attention to the  “human” factor Hawthorne Legacy People thought around the 1950’s that supportive supervision was responsible for the  high output in the relay assembly test room experiments
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Actually, money, fear of unemployement during the Great Depression, managerial  discipline and high-quality raw materials were responsible The Writings of Mayo and Follet Mary Parker Follet—telling managers to motivate job performance instead of merely 
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