Chapter One: Management PDF

Chapter One: Management By Mrs. Hughette Saul Primary Reference: Williams, C. (2015). Management. Cengage Learning Management is… Management: getting work done through others Efficiency: getting work done with a minimum of effort, expense, or was...

Chapter One: Management By Mrs. Hughette Saul Primary Reference: Williams, C. (2015). Management. Cengage Learning Management is… Management: getting work done through others Efficiency: getting work done with a minimum of effort, expense, or waste Effectiveness: accomplishing tasks that help fulfill organisational objectives Management functions 1. Planning Determining organisational goals and a means of achieving them 2. Organising Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom 3. Leading Inspiring and motivating workers to work hard to achieve organisational goals 4. Controlling Monitoring progress toward goal achievement and taking corrective action when needed Kind of Definition: Job Titles: Responsibilities: manager: Top Executives responsible for the CEO, COO, CIO, CFO, Vice Change, commitment, culture, Managers overall direction of the President, Corporate heads environment organisation Middle Responsible for setting General manager, Plant Resources, objectives, Managers objectives consistent with top manager, Regional coordination, subunit management’s goals and for manager, Divisional performance, strategy planning and implementing manager implementation subunit strategies for achieving those objectives First-line Train and supervise the Office manager, Shift Nonmanagerial worker Managers performance of nonmanagerial supervisor, Department supervision, teaching and employees who are directly manager training, scheduling, facilitation responsible for producing Team Facilitate team activities Team leader, Team contact, Facilitation, external and Leaders toward goal accomplishment Group facilitator internal relationships Source: https://medium.com/@shivani1501srivastava/henry-mintzbergs-managerial-roles-c7e38859e946 Interpersonal Roles Figurehead role ○ Performed during ceremonial duties Leader role ○ Performed when managers motivate and encourage workers to accomplish organisational objectives Liaison role ○ Performed when managers deal with people outside their units Informational roles Monitor role ○ Performed when managers scan their environment for information Disseminator role ○ Performed when managers share information with others in their departments or companies Spokesperson role ○ Performed when managers share information with people outside their departments or companies Decisional roles Entrepreneur role ○ Performed when managers adapt themselves, their subordinates, and their units to change Disturbance handler role ○ Performed when managers respond to severe pressures and problems that demand immediate action Resource allocator role ○ Performed when managers decide who gets what resources and in what amounts Negotiator role ○ Performed when managers negotiate schedules, projects, goals, outcomes, resources, and employee raises What companies look for in managers Technical skills ○ The specialised procedures, techniques, and knowledge required to get the job done Human skills ○ The ability to work well with others Conceptual skills ○ The ability to see the organisation as a whole, understand how the different parts affect each other, and recognise how the company fits into or is affected by its environment Motivation to manage ○ An assessment of how enthusiastic employees are about managing the work of others  Top 10 Mistakes managers make 1. Insensitive to others: abrasive, intimidating, bullying style 2. Cold, aloof, arrogant 3. Betray trust 4. Overly ambitious: thinking of next job, playing politics 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor Stages in the transition to management Course Outline Review Introduction to Course Chapter One What is Management? What is an organisation? Why study management?