Chapter 7 Management Roles, Functions, and Skills

The process of planning, organizing, leading, and controlling to meet organizational goals
Managerial Roles
Behavioral patterns and activities involved in carrying out the functions of management; includes interpersonal, information, and decision making roles
3 types of Management Roles
1. Interpersonal roles
2. Informational roles
3. Decisional roles
Interpersonal roles
providing leadership to employees, acting as a liaison between groups, networking and fostering relationships
Informational Roles
Gathering information from inside and outside the organization, sharing information
Decisional Roles
Facing an endless stream of decisions, some which need to be made on the spot
Establishing objectives and goals for an organization and determining the best ways to accomplish them
Strategic Plans
Plans that establish the actions and the resource allocation required to accomplish strategic goals, usually defined for periods of 2-5 years and developed by top managers
Mission Statement
A brief statement of why an organization exists; what the organization aims to accomplish for customers, investors, and other stakeholders
Vision Statement
Brief and inspirational expression of what a company aspires to be
Values Statement
Brief articulation of the principles that guide a company’s decisions and behaviors
S.W.O.T analysis
Strengths, Weaknesses, Opportunities, Threats
Quantitative Forecasts
typically based on historical data or tests and often involve complex statistical computations
Qualitative Forecasts
bases on intuitive judgments
broad, long range target or aim
specific, short range target or aim
process of arranging resources to carry out the organizations plans
Management Pyramid
organizational structure divided into top, middle, and first line management
Top Managers ex.
CEO, CTO, CFO, CIO, vice president
Middle Managers ex.
Controller, manager, director
First line managers ex.
Supervisior, department head
Top Managers
Highest level of organizations management hierarchy and responsible for setting strategic goals, and they have the most power and responsibility
Middle Managers
Middle of management hierarchy and they develop plans to implement the goals of top managers and coordinate the work of first line managers
First Line Managers
Lowest of the management hierarchy and they supervise the operating employees and implement the plans set at the higher management levels
process of guiding and motivating people to work toward organizational goals
Cognitive Intelligence
involves reasoning, problem solving, memorization, and other rational sklls
Emotional Intelligence
measure of a person’s awareness of and ability to manage his or her own emotions
Social Intelligence
involves looking outward to understand the dynamics of social situations and the emotions of other people in addition to your own
3 types of leadership styles
2. Democratic
3. Laissez-faire
Autocratic leaders
leaders who do not involve others in decision making
Democratic leaders
leaders who delegate authority and involve employees in decision making
Laissez- Faire leaders
leaders who leave most decisions up to employees, particularly those concerning day to day matters
Participative management
Philosophy of allowing employees to take part in planning and decision making
Employee Empowerment
granting decision making and problem solving authorities to employees so they can act without getting approval from management
Helping employees reach their highest potential by meeting with them, discussing problems that hinder their ability to work effectively, and offering suggestions and encouragement to overcome these problems
A process in which experienced managers guide less experiences colleagues in the nuances of office politics, serving as a role model
1. Identify EVERYTHING that needs to change
2. Identify the forces acting for and against the change
3. Choose the approach best suited to the situation
3. Reinforce changed behavior and monitor continued progress
managing change
Organizational Culture
A set of shared values and norms that support the management system and that guide management and employee behavior
The process of measuring progress against goals and objectives and correcting deviations if results are not as expected
Criteria against which performance is measured
Collecting and comparing process and performance data from other companies
Interpersonal Skills
Skill required to understand other people and to interact effectively with them
Technical Skills
ability and knowledge to perform the mechanics of a particular job
Administrative Skills
Technical skills in information gathering, data, analysis, planning, organizing, and other aspects of managerial work
Conceptual Skills
ability to understand the relationship of parts to the whole
Decision making skills
ability to identify a decision situation, analyze the problem, weigh the alternatives, choose an alternative, implement it, and to evaluate the results
Mission, vision, value, s.w.o.t analysis, developing forecasts, analyzing competition, establishing goals and objectives, developing action plans
Strategic Planning Process
Specific, measurable, attainable, relevant, time limited
goals and objectives need to be SMART
Balanced scorecard
method of monitoring performance from 4 perspectives: finances, operations, customer relationships, and the growth and development of employees and intellectual property
Crisis management
procedures and systems for minimizing the harm that might result from some unusually threatening situations
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