Exam Notes
3 Reasons Managers important: 1) Orgs need their mgrl skills in uncertain, complex, chaotic times. 2) critical to getting things done. 3) Contribute to EE productivity and loyalty. The way EE are managed can affect financial perf. MGRL skills impt in creating org value.
Managers coordinate+oversee work of people so goal can be acc. Nonmanagerial work dir. On task + have no1 reporting to them.
Traditionally Structured Organizations- mgrs can be first-line(at lowest level of mgt manages work of nonmangerial EE), middle(MGR btw lowest lv +top lvl. Mng work of firstline EE), or top(at or near upper lvl. Resp for making org wide dec+ estb goals+plans affect entr org). In loosely configured organizations mgrs. May not be as identifiable even though someone must fill that role.
Organization- an arrangement of people to accomplish some specific purpose. 3 characteristics: 1) a distinct purpose 2) composed of people 3)a deliberate structure. Today’s structure = more open, flexible, and responsive to change.
Management- mgr do involves coordinating and overseeing the efficient and effective completion of others’ work activities.
Efficiency-doing things RIGHT . Resource usage, low waste Means .Effectiveness- doing the right things. Goal attainment (high). Ends
Four function of management- 1. Planning- defining goals, estb. Strategies, devel plans. 2. Organizing- arranging + constr work. 3. Leading-working with and thru people. 4. Controlling- monitor, compare, correcting work perf.
Mintzberg Managerial Roles- 1. Interpersonal- involves people and other ceremonial/symbolic duties. Figurehead, leader, liaison. 2. Informational- involve collecting, receiving, and disseminating info. Monitor, disseminator, and Spokesperson. 3. Decisional-involves making choices. Entrepreneur, disturbance handler, resource allocator, and negotiator. Mintzberg 3 ways managing influence actions 1. By managing actions directly. 2. By managing people who take action. 3. By managing
Managers coordinate+oversee work of people so goal can be acc. Nonmanagerial work dir. On task + have no1 reporting to them.
Traditionally Structured Organizations- mgrs can be first-line(at lowest level of mgt manages work of nonmangerial EE), middle(MGR btw lowest lv +top lvl. Mng work of firstline EE), or top(at or near upper lvl. Resp for making org wide dec+ estb goals+plans affect entr org). In loosely configured organizations mgrs. May not be as identifiable even though someone must fill that role.
Organization- an arrangement of people to accomplish some specific purpose. 3 characteristics: 1) a distinct purpose 2) composed of people 3)a deliberate structure. Today’s structure = more open, flexible, and responsive to change.
Management- mgr do involves coordinating and overseeing the efficient and effective completion of others’ work activities.
Efficiency-doing things RIGHT . Resource usage, low waste Means .Effectiveness- doing the right things. Goal attainment (high). Ends
Four function of management- 1. Planning- defining goals, estb. Strategies, devel plans. 2. Organizing- arranging + constr work. 3. Leading-working with and thru people. 4. Controlling- monitor, compare, correcting work perf.
Mintzberg Managerial Roles- 1. Interpersonal- involves people and other ceremonial/symbolic duties. Figurehead, leader, liaison. 2. Informational- involve collecting, receiving, and disseminating info. Monitor, disseminator, and Spokesperson. 3. Decisional-involves making choices. Entrepreneur, disturbance handler, resource allocator, and negotiator. Mintzberg 3 ways managing influence actions 1. By managing actions directly. 2. By managing people who take action. 3. By managing