Week One: The Concept of Management

A professional manager who directs the entire company, not individual departments.

Maximizing output with minimal effort, crucial for group projects aiming towards a common goal.

Management transforms raw materials, labor, and capital into productivity.

Management creates teamwork and motivation to accomplish organizational objectives, uniting human and material resources.

Management ensures resources are used effectively to minimize waste and maximize efficiency.

Managing to reduce production and distribution costs by utilizing methods such as production control, budgetary controls, and material controls.

Effective management shapes businesses and adjusts to changes in the environment for continued success.

Grouping similar activities to create jobs, assigning them to subordinates, delegating authority, and ensuring coordination.

Identifying activities, grouping them into jobs, assigning jobs to employees.

Procuring personnel to match job requirements, crucial for organizational success.

Manpower planning, recruitment, selection, placement, training, and managing employee transitions.

Guiding employees to achieve organizational goals through communication, motivation, and leadership.

Communication, motivation, and leadership.

Establishing relationships among different parts of an organization to achieve common goals.

Tying together organizational decisions, operations, activities, and efforts to achieve unified action for organizational goals.

Clear authority-responsibility, unity of direction, unity of command, effective communication, and effective leadership.

Ensuring organizational performance aligns with predetermined objectives and goals, identifying deviations, and taking corrective action.

Measuring performance, identifying deviations, and taking corrective actions.

Differences between actual performance and planned performance.

Planning, organizing, staffing, directing, coordinating, and controlling—these functions are interconnected and not necessarily performed in a strict sequence.

Different management positions within an organization, categorized by authority and responsibilities.

Focuses on planning and setting policies for an organization.

Focuses on putting organizational policies into action.

Highest level of management, responsible for overall organizational goals, policies, and plans.

Management level between top and lower management, responsible for implementing policies.

Lowest level of management, responsible for daily operations and supervision of employees.

Establishing goals, creating policies, building the organization, gathering resources, and controlling operations.

Seeking information from various sources; scanning the environment, interrogating contacts and subordinates.

Sharing information both inside and outside the organization.

Communicating company information to external parties.

Looking for and implementing improvements to adapt to changes.

Responding to conflicts and crises within the organization.

Deciding how to use resources (people, budget, etc.) effectively.

Formal negotiations to achieve outcomes for the unit.

Abilities of a manager to effectively apply knowledge to action in their role, developed through practice and relatable experiences.

Manager's ability to see the bigger picture, think broadly about the organization's future, analyze situations, be creative, and understand environmental changes.

Manager's ability to effectively work with and lead people; crucial for strong leadership.

Manager's knowledge and proficiency in the tasks and processes performed by their team members.

Top-level managers rely heavily on conceptual skills for strategic planning, organization, and problem-solving.

Technical skills are more critical for lower-level managers because their roles often involve direct application of job-specific procedures and techniques.

Higher management positions require more conceptual skill because planning, organizing, and solving problems are prominent.

Managers possessing technical skills are able to handle tasks from tools, procedures to techniques.

Part of conceptual skill; involves critical thinking and breaking down information to identify root causes.

Part of conceptual skill; the ability to develop new ideas and approaches.

Part of conceptual skill; taking action without needing direct instruction to make improvements and solve issues efficiently.