chapter 1 - 1/24/2012 Chapter One — {vile/mail “AM/ex...

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Unformatted text preview: 1/24/2012 Chapter One — {vile/mail “AM/ex (Mum (mix )— memlfi v3 abhdimi-m “gm”? Mgm 4M gqsimilmw {GEE 3!; m Dbl/{Idea wu‘llwfi”. #vimcwclfofiflshjwfi 01 V» I'd/61 5‘ L LQ/l/M waning- am: M‘s? ) HIM ()u/l 901’ (3/ mahrzvailyma/gnl / f ' JiSWe-rio. t LaI’WSQ“? 9": 0y 7 {,0 5L (Ugg o {(0. i5 COW x7!)%lY/{d‘ V0 ,‘S y-€§0V,Cg3 L¢III.Z’IP\$"’ of (0‘ a». how/WU! 1’ (a '1 S'v-Séy‘a at?“ [Me [wag 0100/9 it peop®(wo_gip§gciovsm) , t. a V" (Aw/ax _fimvwad'~' +{a‘m ‘4 Pm 7 'CDtiMbl/Vé‘hoh («J elf/4f. WINS. : 3‘.“ , 1- . (atmbwfiwm GWCSHi00Mfi mp3“ 1 Ifmvrrzh I) [AA/1X‘I’UW I) Managing“: 0 /mQ/mc7‘7‘zg Definition V , , , It. afsxocial I ,, is’géél directed and Principal characteristics ' ' - one Voriptore/shared objectives? ‘ V ) V .V, ~ "trust in the abilitv to achieve thesecshareciéobjecti serves as psychological cement Ia plan for the attainment of those objectives Ireliance on the external environment for resources .managers that coordinate effort toward the attainment of those objectives Definition tithe processéoftyvorkm . accqgtbliéhi éréafiiiatl ilk-managersgfegponsibfliti to perform: lefficiently — make the best possible use of money, time, materials, and people 6‘ ' ‘ ' 9! so I domg things right Surgiwm ISS —- culture of orderliness Shine . l Standardize .workforce management (p 5mm“ 'effectively— degree to which the organization achieves a stated goal I“doing the right things” \‘mnomiicnifi Adam’s “(0199!511" ’ ‘ ' firms wusJ mint:on owt’kaw will (We VSOMfiWS “l “WSW WWW" wmfla m1 Mb“me MOSJ" th . inmomtwm i8 @{wm (9 . “)th abut/Hogs In; [MSW/vs rah/vwflm ‘ may” h‘flghmnmm" “Viki wfiwgtov‘ imi'fiwwwt’ tam/hi 1%me ~I-MPCSJ-ifiv‘tl. of Quallifl Mamet/mlzfl e wmnfihhrg dvazmahmllw l h V {60% ‘1 V§,'IL31LDMV b I (034 (am Mirlthe/Ngg DOW LMG H— 1/24/2012 Functions‘of; Management (pz’15-18) . I) Planning a ll 1‘ i I w i i \ ‘ ~ ' v V U > 1gmafl¥71ma (ngéfafli (I! fizflz—I’IOWQ I2, whalidly *- systematically making decisions about the goals and activities that an 1' I A .f » \ individual, a group,‘a work unit; or me overallaorganization’vvill pursue ’ -’ ’ " «value — monetary amount associated liow‘ Vile/11:3 job? gask,‘ good; Mag—f 1 ¥// blag I Q /( - [/11 at J, / 6r service meets users" needs \ a [Oi/1%;th OI; “haifizst‘ialjegicvalue thal‘lconfnbutesional‘ gals f. I: 1'). f S ("/3 . In 1‘ I l I CAOOK 8) assemiling all}: coordinatng mammalian 4'" “ , * l l and otherresoui'ces needed to achieve goals“ in} T. . a C 0V1 (F- / < 5‘! J d? '»%x.fle_xib1e_miangqn " \ é .' ' " ' i 3) 1’ ’ IMfm/n I? [A 0 wn/gflg 5% ifig affix? p/Qp/g 4—1! 4 (a. .fiplaflzl‘kfi V . J I f0 1’) VinynSli’fi fag" Q L flint 1105.”; r Yr/D WUY‘ié—uffl i3 01 llDch'l'lnyJ V-O’I’owflkég 6146?“? [Oi/1M! 1’ {fling , v bu: rd fluon 0L (MW/M oval ’ -« ' ~ I wcha‘lflir . q) Cantmnmgw ,, ,, .A v ,, v ' méllfifim/C V{S()«/w,p c 0: w” A g 7 go .moniton'ng performance and making needed changes / Ibasis forlearning andchanging (/ginj D, Q m [a (A! l 4 I; Importance of managerial functions Ipropel' implementation of the four fimctions absolutely y) - / 1;“ V1 g c, n a I Q ‘2‘, f [/0 I ,V {1, “L 5' . essential for organized activity to be successful 7 J “A, ‘ t ' 'ZIAQYHLHEHAC. wag/A} (IA/Q C [3/51 /§ O‘VC J lama-l ./ «WW H 3'4"“ J . (WJIS'I‘) {S w :2 (Mama/:3 WiI/flgt Top-uv/(mauafik -> C C26 ‘pvflSqVP/ WW <0 +d10 Wall“ .; 6 [0 ~ Wm cxch. NS]? Guam I! Wh—afie’m“ “ Mimfié’ifm b/W W9 f Mam Mm" $3203“ l0h¢fiflrrm (gng emphasiuSz/wiml,q;dwfihi‘ (We-W” ’ ’"Tf wwg’rgfa? _ a 5 a ~ ’ ' l . find (11/ mo Jamar/V5 lamina l3 — by” (ow by Q 140v! fungi/1.9g ‘V‘egplnagg GHQ/C. ,ipn/ahg Claw/0png 10b; 40h [gun/mane (Zn/wig! palm/m 4» mi! iviiqu . Chandler: “Structure ~ I (0mg [I 34611;)”; Wsph/WM , follows strategy” W61 tha(,x1’/MJA/l‘/7 Y) I I N the” {M V w Hip—#4 WW wwmw v3 “(it 005. of: l N ' , ‘ Lu w a . z ‘ Ti‘ol‘ffiilgfmfi‘i (mg (WV W“ M) l’D JaviWWWW Amid/31w Waklnbflmfi‘" WSDY‘Wi -‘LK€ “(arms/Mare :} whémmwml ' 0V“ V 1/24/2012 m4” mgpymcha mm (o-nwpfba I510 V5 M 'lSkill “20-22 ’ 9“ t , .531 magma - “p ) wwg ll obltc’leS} “when Owefiflm - specific abilities that result from knowledge, information, practi‘ce,‘andz [\qlmmd‘whs I l/ mm. vole [\A 49 . farm Mm- aptitude that permit a person to engage'in a set of behaviors that lead to Technical skills I" .f [a t K .» i ability to perfonn a spec1alized task usmg a particular method or process/J, " l/l i f ‘ , J desired perfonjnanCe in a'given area Conceptual n ‘ ‘ n skills ; 3 M ; l ability to res%ve problems for the benefit of the whole drganization }MP 1 “4 "Q? Intergersonfldfid communication, skills ’ lability to lead, motivate, and communicate effectively with others _ “ 00 m 3' U. A ‘ [7 i 4/ he") (/6 nemotiomzl intelligence (EQ) — skills of understanding yourself . M Mm— (On I Qr-phgal SLIM: (including strengths and limitations), managing yourself (dealing with ca V116] emotions, making good decisions, seeking and using fEedback, exercising self-control), and dealing effectively with others _ _ (listening, showing empaW " vi: K l: '22 d fi)‘ .. VOW NMY‘i’ I‘MV* U)(€ V) iYT‘lZ SUWCL( SlCl 0A3 wealthng Wow lucid (gs vat/tab”; r m 60 a :1: ‘ m Change in fe a we importance of mangenal skills at' " ' different organization levels IO M w w mm ~> EC? W mam . 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This note was uploaded on 04/01/2012 for the course MGMT 300 taught by Professor Hamilton during the Spring '11 term at Rutgers.

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chapter 1 - 1/24/2012 Chapter One — {vile/mail “AM/ex...

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