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Management

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Coordination of human and material resources while maintaining concern for morals, ethics, and ideals.

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Concepts important to Management

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- Authority - Accountability - Responsibility

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Authority

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the right of a manager to direct others

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Resposibility

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the obligation to perform an assigned activity

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Accountability

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the state of being responsible to one's self, to some organization, or even to the public

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Efficiency

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doing things right

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Effectiveness

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doing the right things

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Managerial Levels

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1. First Line Managers 2. Middle Managers 2. Top Managers

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First Line Managers

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- also known as supervisors - oversee day to day activities - technical core

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Middle Managers

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- coordinate and implement policies - direct other managers - function at an organizational level

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Top Level Managers

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- function at the institutional policy making level - overall management - long range planning - not responsible for day to day activities

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Roles of Managers

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- Informational Roles - Decision Roles - Interpersonal Roles

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Interpersonal Manager Roles

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- figurehead - leader - liason

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Informational Managerial Roles

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- monitor - disseminator - spokesperson

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Decision Managerial Roles

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- entrepreneur - disturbance handler - resource allocator - negotiator

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Figurehead

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- an interpersonal managerial role - represents organization, ceremonial duties involved

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Leader

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- an interpersonal managerial role - responsible for staff

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Liason

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- an interpersonal managerial role - dealing with people both inside and outside the organization

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Monitor

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- an informational managerial role - searches for information to use to become more effective

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Disseminator

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- an informational managerial role - transmits info to staff who otherwise would probably have no access to this info

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Spokesperson

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- an informational managerial role - transmits info to people inside and outside the organization

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Entrepreneur

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- a decision managerial role - voluntary initiator of change

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Disturbance Handler

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- a decision managerial role - responds to situations that are beyond his/her control

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Resource Allocator

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- a decision managerial role - decides how and to whom the resources of the organization will be distributed

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Negotiator

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- a decision managerial role - participates in a process of give-and-take until a satisfactory compromise is reached

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Managerial Skills

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1. Technical 2. Human 3. Conceptual

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Technical Management Skills

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proficiency in specific activities

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Human Management Skills

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interpersonal, concerns working with people and understanding their behavior

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Conceptual Management Skills

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seeing the big picture

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Management Functions

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1. Planning 2. Organizing 3. Staffing 4. Directing 5. Controlling

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Planning Managerial Function

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- Determining in advance what should 1. Methods 2. Procedures 3. Policies 4. Goals

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Dimensions of Planning

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1. Repetitiveness 2. Time span 3. Level of management 4. Flexibility

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Types of Plans (Repetitiveness)

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- standing: used over and over - single use: not repeated

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Types of Plans (time span)

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- short range: under one year - long range: 3 or more years

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Planning Responsibilities for Each Management Level

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- First Line -->procedures/methods - Middle Management -->policies - Top management --> goals

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Directing Management Function

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Directing human effort to accomplish objectives.

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Staffing Management Function

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determining appropriate number of employees

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Controlling Management Function

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Ensures that plans are being followed

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Organizational Structures

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1. Traditional 2. Innovative

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Traditional Organization

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- structure shown in an organizational chart - formal lines of communication - horizontal division of labor

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Innovative Organization

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- employee participation in decisions - team building - lateral lines of authority - group recognition - less managerial levels

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Corporate Culture

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Shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together.

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Positive Corporate Structure

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- trust - team - fun - emphasis on health

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Management Issues

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- social responsibility - globalization

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Social Responsibility

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An organization's responsibility to society that extends beyond its profit generation.

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Globalization

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Economics, political, cultural, and environmental events in one part of the world can greatly impact those living in another part of the world.

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Contract Management

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Management firm hired to run the kitchen.

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Contract Management Disadvantages

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- blurred lines of authority - profit motive - management turnover - smaller retirement

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Contract Management Advantages

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- more resources - company history

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Leadership

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- getting people to willingly support the organization - set the direction - initiate change

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Management

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running an organization from conceptual standpoint

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Motivation

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force that activates or moves a person toward achievement of a goal

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Cause of Motivation

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1. Need 2. Drives Motives 3. Achievement of Goals

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Dysfunctional Behavior

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- withdrawal - agression - over/under compensation - child-like behavior - projection - blame

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Needs Hierarchy

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- Maslow - motivation theory - lower need has to be partially or completely satisfied until moving on 1. Physiological Needs 2. Safety 3. Social Needs 4. Esteem 5. Self actualization

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Human Needs Model

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- existence - relatedness - growth

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Human Needs

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- Achievement - Power - Affiliation

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Expectancy Theory

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employee's goals influence behavior

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Skinner's Reinforcement Theory

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reinforced behavior will be repeated

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McGregor Theory X and Y

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- Philosophy of Human Nature - two types of people, X and Y - "X" Negative view of work - "Y" Positive view of work

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Argyris' Immaturity-Maturity Theory

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- Philosophy of Human Nature - People progress on a scale of immaturity to maturity

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Types of Power

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- Position - Expert - Referent - reward - coercive - connection - information

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Expert Power

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based on knowledge, experience or information

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Referent Power

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based on follower's view of leader as a leader

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Coercive Power

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power to punish

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Components of an Effective Leader

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- trait concepts - behavior - reciprocal approaches - basic leadership styles - situational leadership

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Behavioral Concepts of Leadership

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- employee orientation: emphasis on the human relations part of their job - product orientation: emphasize performance and technique OR - Consideration: concern for people - Initiating structure: concern for production

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Leadership Styles

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- autocratic - laissez faire - democratic

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Situational Leadership: The Hersey-Blanchard Theory

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Leaders need to match their style of leadership to the maturity of the people they're leading. Low-->High Maturity: 1. Telling (tell people what to do and how) 2. Selling (provide directions and get people on board) 3. Participating (focus on relationships) 4. Delegation (pass responsibility on)

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Reciprocal Approaches to leadership

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- transformational - servant - primal

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Transformational Reciprocal Approach to Leadership

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inspires followers to become motivated to work towards organizational rather than personal gain

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Servent Reciprocal Approach to Leadership

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individuals who are servants first, not leaders first

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Primal Reciprocal Approach to Leadership

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leaders ability to perceive and influence the emotions of others

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Types of Organizational Change

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- change in structure - change in work process - change in culture

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Norris La Guardia Act

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Made it very difficult for employers to obtain court injunctions that would forbid unions from striking or picketing

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Wagner Act of 1935

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Placed the protective power of the federal government behind employee efforts to organize and bargain collectively through representatives of their choice.

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Taft-Hartley Act of 1947

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Put restraints on unfair labor practices: discrimination and payment.

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Landrum - Griffin Act of 1959

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Unions required to hold periodic elections for officers. Financial dealings between union officials and companies to be disclosed to US Dept. of Labor

NTR 355M Unit 1 – Flashcards

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