Managing for competitive advantage © Van Schaik Publishers 2006 Figure 5.1: Basic management skills Managerial roles Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator © Van Schaik Publishers 2006 Management levels • Top managers • Middle managers • First-level managers • Non-managerial employees © Van Schaik Publishers 2006 Figure 5.2: Management levels Management
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figurehead - symbolic head * leader - responsible for motivation * liason - maintains a network of outside contacts Informational * Monitor * Disseminator * Spokesperson Decisional * Entrepreneur * Disturbance handler * Resource allocater * Negotiator Essential Management skills * Technical - ability to apply specialized knowledge or expertise * Human - ability to work with‚ understand‚ and motivate people * Conceptual -
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5/8/2012 Definition Of Management FUNDAMENTAL OF MANAGEMENT (MGT162) CHAPTER 1 (part 1): INTRODUCTION TO MANAGEMENT “The process of administering and coordinating resources effectively‚ efficiently‚ and in an effort to achieve the goals of the organization” (Lewis) “The process of planning‚ organizing‚ leading & controlling that encompasses human‚ material‚ financial & information resources in an organizational environment”(Holt) “The process of planning‚ organizing‚ leading & controlling
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Introduction Martha Rinaldi‚ an enthusiastic and over-ambitious Marketing MBA graduate‚ accepted position at Potomac Waters over Deep Dive Pizza. She made this after carefully analyzing both the organizations (Exhibit 1) and then choosing her career growth and development over the monetary benefits. An intelligent career decision turned out to be a struggle as her relations worsened with her teammate and manager leading towards the decision of whether to stay or to switch internally or accept the
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Introduction to Management 1 Who are Managers ?What is their job? Managers (or administrators): Individuals who achieve goals through other people. Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals 2 Managers & Operatives A Manager is an individual who * Works with and through other people. * Over sees the work of others * Has people who report to him/her An Operative is an individual who: *Directly works on a job or a
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Chapter 1 The changing world of management Lecture overview • • • • • • • • • Why innovation matters Current challenges for managers Managers who make a difference The definition of management The four management functions Organisational performance Management skills When skills fail Management types Lecture overview • What is it like to be a manager? • Managing in small businesses and not-for-profit organisations • Management and the new workplace • Turbulent times: managing crisis and unexpected
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answered Marked out of 1.00 Flag question Question text The following are considered decisional roles managers may play in their organizations EXCEPT Select one: a. an entrepreneur role b. a figurehead role c. a negotiator role d. a disturbance handler role Question 5 Not yet answered Marked out of 1.00 Flag question Question text The company that relies on computer and telecommunications technologies instead of physical presence for communication between employees is a Select one:
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Learning outcomes 1. Understand what management is. Good management is working through others to accomplish tasks that help fulfil organisational objectives as efficiently as possible. 2. Recognise the four functions of management. Henri Fayol’s classic management functions are known today as planning‚ organising‚ leading and controlling. Planning is determining organisational goals and a means for achieving them. Organising is deciding where decisions will be made‚ who
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Fayol and Mintzberg The aim of this project is to highlight what management is all about. Management is a vague term which many theorists have different interpretation. It has become an important part of our society and also in our daily activities. Based on my research‚ management is the process of getting activities completed efficiently and effectively with and through people. In this essay‚ I will be comparing and contrasting the views of management with two profound theorists‚ Fayol and Mintzberg
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Literature Review THE MANAGER’S ROLE IN ORGANIZATIONS Introduction Managers must wear many different hats in formulating and implementing task activities related to their positions. In an attempt to understand the diversity of hats managers must wear‚ many author examined managerial activities on a daily basis. Their study enabled them to identify ten different but‚ coordinated sets of behavior‚ or roles‚ that managers assume. These ten roles can be separated into three general groupings: interpersonal
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