MANGMT 3000 Lecture 2 Outline of Last Lecture I Syllabus further explained II Beginning of Ch 1 Managers and the Management Process Outline of Current Lecture II Ch 1 Continued A Types and Levels of Managers further explained III Beginning of Ch 2 Management Learning Current Lecture Directive Model Suggests that the top is more important than bottom Thru hierarchy there is a lot of pushing and needs that are sent down from top to bottom Effective Management Supportive Model Upside Down Pyramid flat wedge flat hierarchy o Manager as a coach o Customers and non managerial worker are at top o Goes from front of the line hourly worker to the back managerial staff Suggests those at front more important than those at back Implies what can managers do for employees o Ask pull want ask for what you need employers pull resources and always tell them what they want in order for them to do better Management Process Planning process of setting objectives and the actions necessary to achieve them o What are you going to do Organizing process of assigning tasks allocating resources and coordinating activities of individuals and groups o Who s going to do it Leading process of motivating people to work hard inspiring them to complete plans and accomplish objectives o How are you going to do it Controlling process of measuring work performance and taking action to ensure desired results o Did you do it process is simultaneous happening at the same time and is not a step to step process Management Roles Styles These notes represent a detailed interpretation of the professor s lecture GradeBuddy is best used as a supplement to your own notes not as a substitute Interpersonal o Interacting w other individuals o Stakeholders in company such as media and public that are interested in success of company o Interacting w other individuals from inside and outside of company Informational o Exchanges and processes info o Receive gather and provide important info to stakeholders Decisional o Uses information in decision making o Listen discuss make decisions Management Skills skill basket over time progresses over time Conceptual ability to think analytically Those with higher level management will need these more than technical skills because their work is less defined Human ability to work w people Management will always require human skills these skills will remain the same whether you work first level management or as CEO Technical ability to apply expertise These are more necessary for first level management because you know what needs to be done but you also need to know how to do it Emotional Intelligence organizations value emotional intelligence over IQ if you cannot communicate with the customer then what use is your intelligence Ability to manage ourselves and our relationships o Self awareness able to evaluate yourself thoroughly o Self regulation able to control oneself o Motivation o Empathy Empathy has inverse relationship with narcissism Narcissism is equivalent to low emotional intelligence o Social skills Corporate Governance Board of Directors B O D CEO regulated by B O D became more necessary for board of directors to be involved over last 5 years when CEOs became unruly Diversity workforce diversity Gender race ethnicity religion sexual orientation ableness Prejudice thinking o Negative irrational attitude toward others Discrimination behavior o Display of negative irrational behavior toward others Women hold 15 7 of board seats o Women on boards help organizations significantly more than men Men earn 1 00 women earn 0 77 African American women earn 0 64 and Hispanic women earn 0 52 Asian Americans are 4 7 of workforce hold 6 3 of managerial and professional jobs o They have overcome discrimination in workforce and this is shown because of the 4 7 percent of them that are working 6 3 percent are holding high level jobs Glass Ceiling o Limiting career advancement among women and minorities Intellectual Capital IC CompetencyxCommitment Knowledge Workers minds and intellect are key assets to employers Free Agent Economy people change jobs more often and many work as independent contractors for a mix of employers Intangible Resource Management provide you a company with an advantage Ideas Knowledge Intellectual capital Sharing and communicating ideas Transfer info Morale Self management ability to understand oneself exercise initiative