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MAN 320F Definitions Exam 1

MAN 320F Definitions Exam 1 - MAN 320F Definitions Exam 1...

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MAN 320F Definitions: Exam 1 Fall 2011 Chapter 1: Management and Organizations Manager First-line managers Middle managers Top Managers someone who coordinates and oversees the work of other people so that organizational goals can be accomplished (often called supervisors) are located on the lowest level of management, managing the work of nonmanagerial employees. Typically directly or indirectly involved with producing the organization’s products or services include all managemers between the first level and the top level of the organization who manage the work of first-line managers managers at or near the top of the organization who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization Productivity Efficiency + effectiveness Efficiency getting the most output from the least amount of inputs in order to minimize resource costs. Efficiency is often referred to as “doing things right” Effectiveness completing activities so that organizational goals are attained and is often described as “doing the right things” Management Functions Planning Organizing Leading Controlling Henri Fayol, a French industrialist in the early 1900s, proposed that managers perform five management functions involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities involves arranging and structuring work to accomplish the organization’s goals involves working with and through people to accomplish organizational goals involves monitoring, comparing, and correcting work performance Management roles Interpersonal roles Informational roles Decisional roles Henry Mintzberg, a management researcher, conducted a precise study of managers at work. He concluded that managers perform 10 different roles, which are highly interrelated include figurehead, leadership, and liaison activities include monitor, disseminator, and spokesperson include entrepreneur, disturbance handler, resource allocator, and negotiator Management skills Technical skills Human skills Conceptual skills Robert L. Katz found through his research that managers need three essential skills are job-specific knowledge and techniques needed to proficiently perform specific tasks involve the ability to work well with other people individually and in a group involve the ability to think and to conceptualize about abstract and complex situations Management activities Traditional Communication Human resources Networking Luthans identified where successful (quickly promoted) and effective (highly productive) managers focus their time Decision making, planning, organizing, controlling Exchanging information, processing paperwork Motivating, disciplining, managing conflict, staffing, training Socializing, politicking, interacting with others Organization a deliberate arrangement of people to accomplish some specific purpose Universality of management
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