MAN 320 1st EditionExam # 1 Study Guide Chapters 1, 6, 8, 10, 12CHAPTER 1:What is management?- Getting work done through others- Vinet Nayar: “obsessed with enabling employees to create value.”o “Make sure everyone is enabled to do what they do well.”- Efficiency: o getting work done with the minimum effort, waste and expenseo high productivityo mainly focus on high job satisfactiono los absenteeismo low turnovero organizational citizenship behaviors- Effectiveness:o Accomplish tasks that help fulfill organizational behaviorsFour functions of management: Henri Fayol- “The success of an enterprise generally depends much more on administrative ability of its leaders thanon their technical ability.” Henri Fayol- the more time CEOs spend planning, the more profitable their companies are- 1. Planning: o determining organizational goals and a means for achieving themo best ways to improve performance: work harder and longer goal related behaviors think of better ways to do jobo at the heart of strategic planning lies the question: what business are we in?o example: Cisco Systems: bad planning maker of critical computer routers spent $34 billion acquiring or developing consumer products cisco lost focus of its main business which is core routing, switching, and networking- 2. Organizingo deciding where decisions will be madeo who will do what jobs and taskso who will work for whom in the companyo Continental and United Airlines merger 14000 different computer systems 33 different teams  wide range of labor unions no first class in continental Lori Gobillot: “I tell them to be fact based, and direct and objective, and keep the emotions out of it and don’t keep score.” The goal was to reduce the annual expense by 1.2 billion- 3. Leadingo inspiring and motivating workers to work hard to achieve organizational goalso Alan Mullay: Ford motor company Communication, communication, communication Everyone has to know the plan, its status and the areas that need special attention Cards: mission on one side, goals on the other Planned ahead for recession by securing a loan and getting rid of some non-core brands- 4. Controllingo monitoring progress toward goal achievement and taking corrective action when progress is not being madeo basic control processes setting standards to achieve goals comparing actual performance to those standards making changes to return performance to those standards Michael Corbat: Citi Group- Says managerial and company success are contingent on setting goals, measuring performance and making adjustments and corrections as neededKind of Managers- Top managers:o CEO, COO, CFO, CIO, VP, corporate headso Responsible for the overall directiono Responsibilities: Creating context for change- Groupon founder and CEO was fired because he did not move fast enough to reverse profit loss- Forming a long-range vision or mission Develop employee commitment to and ownership of the company’s performance- employee buy-in Create a positive organizational culture through language and action- Impart company values, strategies, and lessons through what they do and say to others inside and outside the company- Communication and messages should be consistent Monitor their business environments- AG Lafley former CEO Procter and Gambleo The CEO has to link the world with the internal organization Top managers use conceptual skills which is the ability to think critically, multitask, intra platform context application- Middle managerso Human skills: interpersonal, communication skills that are used 24/7o Setting goals that are consistent with top management goalso Planning and implementing subunit strategies for achieving those objectiveso Specifically: plan and allocate resources to meet objectiveso Coordinate and link groups, departments and divisions within the companyo Monitor and manage the performance of the subunits and individual managers who report to them Closer to the people who can best solve problems and implement solutions- First-line managerso Office manager, shift supervisor, or department managero Manage the performance of entry-level employees who produce the company’s goodso Only ones who don’t supervise other managerso Monitor, teaching, and short term planningo Encourage, monitor and reward performanceo Teach entry-level employees how to do their jobso Posses technical skillso Make detailed schedules and operating plans based on middle managemento Results within two weeks generally- Team leaderso Relatively new positiono Facilitating team activities toward accomplishing a goal but are not responsible for team performanceo They help members: Plan and schedule work Learn to solve problems Work effectively with each othero “The idea is for the team leader to be at the service of the group”- provide intellectual, emotional and spiritual resourceso show others to think about their work in the context of their liveso managing external relationshipso bridge or liaison between his/her team and other teams or departmentsMINTZBERG Interpersonal roles:- figurehead role:o performing ceremonial duties- leader role:o managers motivate and encourage workers to accomplish organizational objectives- liaison role: deal with people outside their unitso CEO’s often sit on other companies boardsInformational roles:- obtainment and sharing of information- monitor role:o scan the environment for information, actively contact others for information and receive great deal of unsolicited informationo close look on the media and news- disseminator role:o share the info they have collected with their subordinates and others in the departmento Qualtrics Monday email- Spokesperson role:o Share information with people outside their departments or companieso Most common CEO jobDecisional roles:- Entrepreneur role: managers adapt themselveso Peter Loesche: “being good today means you have to be better tomorrow, and even better the day after tomorrow. The biggest risk is complacency.”- Disturbance handler role:o Sony hack in 2011 and 77 million user theft infoo Howard Stringer, CEO- 1 million insurance policy, and welcome package for the victims- Resource allocator:o Danny Winokour VP of Adobe responded to Steve Jobs rejecting Flash by deciding to invest time and money on developing tools for HTML- Negotiator role:o Disney and Marvel Studios Iron Man 3 Struck a deal to make the