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MGMT 301 Study GuideExam 1 2/2/14 Orientation Materials:•Football exercise: shows process of management-Managerial thinking: includes goal (planning), structure (organizing), en-gagement (leadership), and metrics (control)-The management process: planning — organizing — leading — controlling•Smeal honor code- We aspire to high ethical standards, we will hold each other accountable, we will not engage in any improper academic or profes-sional actions. TODAY AND TOMORROW•Leadership/management:**-Manager: Administers, Systems/structure, Maintains, Rules on control, Short-range view, Asks how and when, Maintain status quo, Does things right. (Execution, implementation, “Carries-out”)-Leader: Innovates, Focus on people, Develops, Inspires trust, Long-range view, Asks what and why, Challenge status quo, Does the right thing. (Leadership: we think of as vision and strategy- the future) -Leaders are made with training and experience •Leadership and Followership-Leader is responsible to support other people (aka followers) -Leadership is over glorified (they have to be easy to follow)-“Dancing Guy” Video: guy dances by himself, everyone else follows****•Fortune 500 - list of the five hundred most profitable US industrial corpo-rations •Disney (Diagon Alley Harry Potter video) - Testing and managing - re-quires managerial thinking and the management process in order to be successful ****Chapter 1: Process of Management•Levels of management-Traditional pyramid: (top to bottom) CEO — senior managers — middle managers — front-line managers — non-managerial workers-Best boss and worst boss traits ***** Profit: CEO reports to Board of Directors FIRST and they are hired by the Board of Directors **** Non profit: Highest level has presidents/executive directors that report to the Board of Trustees -Traditional pyramid example: Caterpillar Company - (CEO Doug Oberhel-man) -Traditional pyramids exist globally in all sectors (Military, Religion, Edu-cation, Government, Business)•Upside down (inverted) pyramid: (top to bottom) customers — operating workers — team leaders — middle managers/ senior managers — CEO - —- Board of Directors (PROFIT) or Board of Trustees (NON-PROFIT) -Inverted pyramid example: WL Gore (CEO Terry Kelly) - “lattice struc-ture” organization - go to the person you need to to get decisions in order to be successful - resists “titles” because it is not the right way to operate -very self-committed - leaders are there because they have followers •** Harry Mintzberg roles of managers: Interpersonal, Informa-tional, Decisional -Harry Mintzberg- “The Nature of Managerial Work” -Interpersonal: figure head — liaison — leader -Figure head: takes on ceremonials of organization (supportive) -Leader: makes people accountable for performance -Liaison: connection between other department and groups of the company-Liaison/ figurehead example: Don Thompson CEO of McDonalds - Liai-son to the media**-Informational: monitor — spokesperson — disseminate -Monitor: observing external environment and sees how the company is doing (control)-Spokesperson: makes statements on behalf of the company-Disseminate: inside the company - helps the corporation understand the outside world (spreads information widely)-Spokesperson example: Steve Jobs Apple CEO - understands technol-ogy and introduces new technology (current CEO - Tim Cook)**-Decisional: negotiator — resource allocator — disturbance handler — entrepreneur-Negotiator: within and without the company - gets things done e.g reaches agreements-Resource Allocator: have the budget (money and people) -Disturbance Handler: deals with any problems regarding the com-pany-Entrepreneur: innovates/makes changes in the company or depart-ment -Elon Musk CEO of Tesla Motors, Space X, and PayPal**•Management Process: planning — organizing — controlling — leading (re-gardless of level) -Ipad management process (example)-Planning: setting performance objectives and deciding how to achieve them -Organizing: arranging tasks, people, and other resources to ac-complish the work -Leading: inspiring people to work hard to achieve high perfor-mance -Controlling: measuring performance and taking action to ensure desired results Know definitions ^•Skills of managers: Conceptual, Human, and Technical **-Conceptual: the ability to think analytically and achieve integrative prob-lem solving -Human: ability to work well in cooperation with other persons, held equalbetween all levels of managers-Technical: the ability to apply expertise and perform a special task with proficiency-*Emotional intelligence (human skill) includes: self awareness, self regu-lation, personal motivation, social awareness. (NOT ethical decision-mak-ing) Most to least present: A. Low level: Technical**, human, conceptualB. Mid-level: All held equalC. Top level: Conceptual**, human, technical •Big 6 issues: page 27 in textbook to self-test* and read section/defini-tions-Globalization, governance, knowledge, ethics, diversity, self-management-Globalization: develop or be developed as to make possible interna-tional influence or operation. Governance: the oversight of top man-agement by an organization’s board of directors or trustees. Self-management: realistically assessing yourself and actively managingyour personal development Chapter 2: Management Perspectives - Theory and Practice •Historical management: big 3 approaches to management theory and practice•Historical: Management in time and place - management has been prac-ticed through all time and in all places - western mgmt from 1800— •Great wall of china, etc -Classical: Taylor, Weber, Fayol* (know videos) -Classical management research: Scientific management- Frederick Taylor, Bureaucratic organization- Max Weber, Administrative princi-ples- Henri Fayol-*Frederick Taylor scientific principles: Develop a “science” for each job, hire workers with the right abilities, train and motivate workers (science), support workers (based on science). All about PRODUC-TIVITY THROUGH SCIENCE*Goal: secure maximum prosperity for employer and em-ployee* -Example of Taylor & scientific management: Henry Ford mass production -Example of scientific management today: Ford/BMW-Max Weber Bureaucratic Organizations: Ideal bureaucracy - Clear division of labor, hierarchy of authority, formal rules and procedures, impersonal (not influenced by, showing, or involving


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