92d p 191 location of most authority at the upper levels of the organization in

92d p 191 location of most authority at the upper

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Centralization/decentralization (text, sec. 9.2d, p. 191) - location of most authority at the upper levels of the organization -in centralized organization, managers make most decisions, even relatively small ones -reason why customer-service representative you called couldn't make decision w/asking the manager -location of a significant amount of authority in the lower levels of the organization -organization is decentralized if it has a high degree of delegation at all levels -decentralized organization, workers closest to problems are authorized to make the decisions necessary to solve the problems on their own
MGMT:2100 AAA Review Sheet (Midterm 2, Fall 2018), continued Eligible material from Midterm 1 (you may safely ignore material that is crossed off): 8/21 - Course Overview Correlation between missed classes and final points Definition of management (lecture & text) - Getting work done through others, concerned with efficiency and effectiveness in the work process How do I get help and “Life Lessons” (syllabus p. 3) 8/23 - Management Overview (Ch. 1) Types of managers - Top 1. CEO, Vice president - Middle 1. Directors - First-line 1. Managers - Team Leaders Models (what are they generally, lecture only) - Simplification of reality Four Function 1. Planning - Setting goals and deciding on actions - Developing rules and procedures - Developing budgets and plans 2. Organizing - Identifying jobs to be done - Hiring ppl to do the jobs - Establishing departments - Establishing a chain of command - Delegating 3. Leading - Influencing others to get the job done - Maintaining morale - Molding company culture - Managing conflicts and communication 4. Controlling - Setting standards - Comparing performance with standards - Taking corrective action Managerial Skills 1. Conceptual “The big picture” 2. Human “Interpersonal skills” 3. Technical skills Gaining management skills (lecture only) 1. Sources of learning - Reading - Reflection - Relationships - Genuine experience 2. Skills gains occur best through deliberately - Combining multiple sources - Self-management Team leader role and responsibilities (text only, sec. 1- 3d, pp. 9-10) - Primarily responsible for facilitating team activities toward accomplishing the goal. This doesn’t mean team leaders are responsible for team performance - They are there to bring intellectual, emotional, and spiritual resources to the team Motivation to manage (text, end of sec 1.5, p. 15) Top - Is an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively towards others, tell others what to do, reward good behavior and punish poor behaviors, perform actions that are highly visible to others, and handle and organize administrative tasks 3 (of 10) mistakes managers make (text, ex 1.5 p. 16) - Insensitive to others: abrasive, intimidating, bully - Cold, aloof, arrogant - Betrays trust Transition to management (text, ex. 1.6, p.18) 1) Manager's Initial Expectations: be the boss, formal authority, manage tasks, job is not managing people 2) After Six Months: initial expectations were wrong, fast pace, heavy workload, job is to be the problem solver and

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