MGMT 105 1st Edition Exam # 2 Study Guide Lectures: 11 – 17- Building Better People-Integrity, Passion, Community (Charlie’s Value System)- Management has more to do with you than anyone else- Seek 1st to understand, then to be understood- 6 aspects of CARPOOLo Freeo Non-judgmentalo Rewardingo Conveniento Student-runo Comfortable - Face to face conversations can fix everything in just 2 minutes- Management: the process of doing 4 things: plan, organize, lead, and controlo Planning: what needs to be done and how to execute it Strategically planning: planning things 5 or more years or now Tactical Planning: where we want to be a year or less from now o Organizing: deciding where we will get the people and where to place them o Leading: guiding and motivating employeeso Controlling: monitor performance  Example: holding onto the handrail with a company - First-Line Manager: responsible for supervising employees (Supervisor, Office Manager)- Middle Manager: responsible for implementing the strategies and working (Plant Manager, Operations Manager)- Top Manager: responsible for the overall success of company (CEO, CFO, president, VP)o One of the loneliest places is at the top- Technical Skills: needed to perform specialized tasks (First Line)- Human Relations Skills: skills in understanding and getting along with people (all levels)- Conceptual Skills: being able to see beyond the present situation (Top)- Decision-Making Skills: defining problems and selecting the best courses of action (All levels)- Time Management Skills: associated with the productive use of time (Top)- 50% of communication is non-verbal, tonality 30%, words 20%- Long term goal: 5 or more years- Intermediate Goal: 1-5 years- Short Term Goal (Tactical): goal set for near future- SWOT Analysis: identifies strengths, weaknesses, opportunities,, and threats facing an organization- Contingency plan: backup plan- Crisis Management: method for dealing with emergencies (Carnival Cruise fire)- Corporate Culture: shared experiences, stories, beliefs, and norms that characterize an organizationo Helps define the work and business climate that exists in an organization - Organizational Chart: how employees fit into an organization- An organizational chart always shows power – False- An executive assistant is the 2nd most powerful to a Vice President- Chain of Command: reporting relationships within a company- Job Specialization: identifies with a specific job to be doneo Example: a cartoonist for Disney is an artist- Departmentalization: group jobso Product Departmentalization: dividing an organization according to specific products or services being created  Example: General Mills makes flour and cerealso Process Departmentalization: divide an organization according to production processes used to create a good or service Example: blasted pickles (wash, sweet, put in jar, put in box)o Functional Departmentalization: dividing an organization according to groups’ functions or activities Example: working at Ritz Carlton hotel- housekeeping and restaurant needs to know when hotel will be at full occupancy so they can prepare ahead of time Example: Leanne is an accountant for Goldman Sachso Customer Departmentalization: department stores diving up Example: Macy’s women’s section o Geographic Departmentalization: dividing an organization into serving certain areas of the country or the world Example: Blue Bell ice cream dominant in the South- Centralized Organization: an organization in which most decision-making authority is held by the upper level management o Example: food industry at a restaurant - Tall Organizational Structure: characteristic of centralized companies with multiple layersof management o Span of Control: the number of people one can manage effectively Walmart would have a wide span of control  A surgeon would have a narrow span of control- Decentralized Organization: most deal with decision-making authority is delegate to levels of management o Example: law firm- Flat Organization Structure: trait of decentralized companies with few layers of management- Responsibility: the duty to perform - Authority: delegated power- Accountability: the obligation of employees have for the successful completion of the tasko One cannot delegate their power - Line authority: direct chain of command; flows form the top to the bottom (food industry)- Staff Authority: advise and assist (law firm)- Committee and Team Authority: authority granted to a team or committee involved in a firm’s daily operations - Matrix Structure: where you report to 2 or more individuals- Informal Organization: network unrelated to the firm’s formal authority structure (Softball League and gas company)- Grapevine: informal communication (like a game of Telephone)- Intraprenuer: works inside a company as an entrepreneurDon’t forget to look over the slides that Dr.Welch told the class to take a picture of during lecture. From what he said in class, there are a few questions that are coming from those slides. I believe thereare 1-2 slides to