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MGMT

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Principles of Management Chuck Williams

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Management

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Is getting work done through others

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Efficiency

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Getting work done with a minimum of effort, expense, or waste

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Effectiveness

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Accomplishing tasks that help fulfill organizational objectives

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Ceo, Fayol argued that

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"The success of an enterprise generally depends much more on the administrative ability of its leaders than on their technical ability

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What are the five managerial functions in order to be successful, according to Fayol

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Planning, organizing, coordinating, commanding, and controlling.

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The four functions of management

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Planning, Organizing, Leading, Controlling

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Planning

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Determining organizational goals and a means for achieving them

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Organizing

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Deciding where decisions will be made, who will do what jobs and track, and who will work for whom

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Leading

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inspiring and motivating workers to work hard to achieve organizational goals

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Controlling

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monitoring progress toward goal achievement and taking corrective action when needed

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Top Managers Cheif executive officer (CEO), chief information officer (CIO)

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Responsibilities is Change, Commitment, Culture, Environment

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Top Managers chief operating officer (COO), Vice president

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Responsibilities is Change,Commitment, Culture, Environment

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Top Managers chief financial officer (CFO), Corporate heads

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Responsibilities is Change, Commitment, Culture, Environment

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Middle Managers General Manager

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Responsibilities is Resources, Objectives, Coordination, Subunit performance, Strategy implementation

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Middle Managers Plant Manager

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Responsibilities is Resources, Objectives, Coordination, Subunit performance, Strategy implementation

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Middle Managers Regional Manager

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Responsibilities is Resources, Objectives, Coordination, Subunit performance, Strategy implementation

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Middle Managers Divisional Manager

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Responsibilities is Resources, Objectives, Coordination, Subunit performance, Strategy implementation

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First-Line Managers Office manager

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Responsibilities is Nonmanagerial worker supervision, Teaching and training, Scheduling, Facilitation

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First-Line Managers Shift supervisor

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Responsibilities is Nonmanagerial worker supervision, Teaching and training, Scheduling, Facilitation

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First-Line Managers Department manager

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Responsibilities is Nonmanagerial worker supervision, Teaching and training, Scheduling, Facilitation

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Team Leader Team Leader

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Responsibilities is Facilitation, External relationships, Internal relationships

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Team Leader Team contact

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Responsibilities is Facilitation, External relationships, Internal relationships

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Team Leader Group facilitator

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Responsibilities is Facilitation, External relationships, Internal relationships

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Top managers

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executives responsible for the overall direction of the organization

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Middle managers

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responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives

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CEO has a very specific job that only he or she can do

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Link the external world with the internal organization

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Link the external world with the internal organization

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This means that top managers must closely monitor customer needs, competitors' moves, and long-term business, economic, social trends

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Middle management responsibility

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is to plan and allocate resources to meet objectives

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Middle management second responsibility

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is to coordinate and link groups, departments, and divisions within a company

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Middle management third responsibility

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is to monitor and manage the performance of the subunits and individual managers who report to them

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First-line managers

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hold positions like office manager, shift supervisor, or department manager.

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First-line managers primary responsibility

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is to manage the performance of entry-level employees who are directly responsible for producing a company's goods and services

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First-line managers

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are the only managers who don't supervise other managers

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First-line managers

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are also responsible for teaching entry-level employees how to do their jobs

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Top managers

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Plans last for Three to Five years

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Middle managers

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Plans last for Six to Eighteen months out

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First-line managers

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Plans last for Two weeks

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First-line managers

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train and supervise the performance of non-managerial employees who are directly responsible for producing the company's products or services

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Team leaders

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managers responsible for facilitating team activities toward goal accomplishment

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First-line managers are responsible for

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The performance of nonmanagerial eployess and have the authority to hire and fire workers, make job assignments, and control resources

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Figurehead role

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the interpersonal role managers play when they perform ceremonial duties

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Managers Fulfill three major roles while performing their jobs

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Interpersonal, informational, decisional

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In fulfilling the interpersonal role of management, managers perform three subroles

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figurehead, leader, and liaison

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Figurehead role

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managers perform ceremonial duties like greeting company visitors, speaking at the opening of a new facility, or representing the company at a community luncheon to support local charities

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Mintzberg's Managerial roles for Interpersonal Roles

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Figurehead, Leader, and Liaison

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Mintzberg's Managerial roles for Informational Roles

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Monitor, Disseminator, Spokesperson

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Mintzberg's Managerial roles for Decisional Roles

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Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

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CEOs who sit on outside boards

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earn an average return on assets 15 percent higher than companies with CEOs who don't sit on outside boards

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Leader role

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the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives

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Liason role

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the interpersonal role mangers play when they deal with people outside their units

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Monitor role

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the informational role managers play when they scan their environment for information

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Pressuring employees to attend social events. When your employees are with people from work, even at some party, it might just end up feeling like "work"

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Asking an employee to do something that you've already asked someone else to do

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Pressuring employees to give to charity

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Not giving employees time to eat during mealtime hours

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Asking employees to evaluate their coworkers

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Asking employees to do self-evaluations

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Revealing too much information to employees

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Asking employees to make sure that you stay on course during meetings

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Things that managers often do that create an uncomfortable unproductive work atmosphere

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Asking employees to do something that you don't want to do

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According to Mintzberg, managers engage in four decisional subroles

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entrepreneur, disturbance handler, resource allocator, and negotiator

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Disseminator role

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the informational role managers play when they share information with others in their departments or companies

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Spokesperson role

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the informational role managers play when they share information with people outside their departments or companies

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Entrepreneur role

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the decisional role managers play when they adapt themselves, their subordinates, and their subordinates, and their units to change

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Disturbance handler

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The decisional role managers play when they respond to severe pressures and problems that demand immediate action

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Resource allocator role

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the decisional role managers play when they decide who gets what resources and in what amounts

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Negotiator role

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the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises

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Technical Skills

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the specialized procedures, techniques, and knowledge required to get the job done

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Human skills

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the ability to work well with others

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Conceptual skills

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the ability to see the organization as whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment

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When companies look for employees who would be good managers,

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they look for individuals who have technical skills, human skills, conceptual skills, and the motivation to manage

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Motivation to manage

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is an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively toward others, tell others what to do, reward good behavior and punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks

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