Management Chapter One Quiz

Chapter One: Management

• Management is getting work done through others.
• Efficiency is getting work done with minimal effort, expense, or waste.
• Effectiveness is accomplishing tasks that meet organizational objectives.

Management Functions

• Planning: Determining organizational goals and achieving them.
• Organizing: Deciding where decisions will be made, who does what, and who works for whom.
• Leading: Inspiring and motivating workers to achieve organizational goals.
• Controlling: Monitoring progress toward goal achievement and taking corrective action.

Kinds of Managers and Responsibilities

• Top Managers: Executives responsible for the overall direction of the organization. (e.g., CEO, COO, CIO). Responsibilities focus on changing the environment, commitment, culture and commitment.
• Middle Managers: Responsible for setting objectives consistent with top management goals. General manager, plant manager, director. Responsibilities include resources objectives, coordination, subordinate performance, strategy implementation.
• First-Line Managers: Train and supervise non-managerial employees. (e.g., office manager, shift supervisor). Responsible for non-managerial worker supervision, teaching and training, scheduling, facilitation.
• Team Leaders: Facilitate team activities toward goal accomplishment. (e.g., team leader, group facilitator). Responsibilities focus on facilitation, external and internal relationships.

Roles of a Manager

• Interpersonal Roles:

  • Figurehead: Ceremonial duties.
  • Leader: Motivating and encouraging workers.
  • Liaison: Dealing with people outside their units.

• Informational Roles:

  • Monitor: Scanning the environment for information.
  • Disseminator: Sharing information with others in the department.
  • Spokesperson: Sharing information with people outside the department or company.

• Decisional Roles:

  • Entrepreneur: Adapting to changes.
  • Disturbance Handler: Responding to pressure/problems.
  • Resource Allocator: Deciding who gets resources.
  • Negotiator: Negotiating schedules, projects, goals, outcomes, resources, and employee raises.

Qualities Companies Seek in Managers

• Technical Skills: Specialized procedures, techniques, and knowledge for the job.
• Human Skills: Ability to work well with others.
• Conceptual Skills: Ability to see the organization as a whole, understand how parts relate, and recognize how the company fits into its environment.
• Motivation to Manage: Enthusiasm for managing the work of others.

Top 10 Mistakes Managers Make

• Insensitivity to others (abrasive, intimidating, bullying style).
• Cold, aloof, arrogant.
• Betray trust.
• Overly ambitious.
• Specific performance problems.
• Overmanaging; unable to delegate or build a team.
• Unable to staff effectively.
• Unable to think strategically.
• Unable to adapt to bosses with different styles.
• Overdependent on an advocate or mentor.

Stages in the Transition to Management

• Initial Expectations: Be the boss, formal authority, manage tasks, job is not managing people.
• After Six Months: Initial expectations wrong, fast pace, heavy workload, job is to be a problem solver and troubleshooter.
• After a Year: No longer a doer, communication, listening, positive reinforcement, learning to adapt to control stress, job is people development.

Competitive Advantage through People: Management Practices

• Employment Security
• Selective Hiring
• Self-Managed Teams and Decentralization
• High Wages
• Training and Skill Development
• Reduction of Status Differences
• Sharing Information

Course Outline Review

• What is Management?
• What is an organization?
• Why study management?