MGMT 301 Study Guide Exam 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 Liaison figurehead example Don Thompson CEO of McDonalds Liai Informational monitor spokesperson disseminate Monitor observing external environment and sees how the company company son to the media 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 reaches agreements Negotiator within and without the company gets things done e g Resource Allocator have the budget money and people Disturbance Handler deals with any problems regarding the com Entrepreneur innovates makes changes in the company or depart pany 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 Organizing arranging tasks people and other resources to ac Leading inspiring people to work hard to achieve high perfor Controlling measuring performance and taking action to ensure achieve them complish the work mance 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 equal between 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 conceptual B Mid level All held equal C 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 managing your 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 personal feel ings careers based on merit PRODUCTIVITY IS ACHIEVED THROUGH ORGANIZATION Key Power ability to coerce actions Authority actions taken voluntarily Example of bureaucratic management NASA Example of NON bureaucratic approach to business Google Lunar X Prize private industry in space addressing some issues of bureaucracy Way to flip a bureaucratic organization to make it flexible Cons of bureaucracy slow in handling problems mak ing changes and adapting
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