Chapter 1 Management Management is Getting work done thought others o Managers are not responsible knowing for how to operate all of the machines on an o Managers responsible for enabling and equipping people in the company to do their jobs as assembly line best as possible Efficiency getting work done with a minimum of effort waste or expense o A company is highly efficient in delivering goods to a consumer but not particularly effective at making them will not find much success o 5 True or False exam 10 minutes Effectiveness accomplishing tasks that help fulfill organizational objectives o Multiple exam that test The content of the chapters and the lectures Fairly represent what you have learned The Four Functions of Management Managers who perform these management functions are more successful gaining promotions for themselves and profits for their companies Planning o Determining organizational goals and a means for achieving them o Encourages people to work harder work hard for extended periods engage in behavior directly related to goal accomplishment and think of better ways to do their job Google our goal is for people to leave our website as quickly as possible o Primary concern What business are we in o Deciding where decisions will be made who will do that jobs and tasks and who will work Organizing Leading for whom in the company Controlling Steve Jobs isn t being made Create policies and procedures Create rules and regulations Four types of managers o Inspiring and motivating workers to work hard to achieve organizational goals o About energizing people so that they want to give their best efforts at work o Monitoring progress toward goal achievement and taking corrective action when progress Jobs Top Managers CEO CFO COO Vice President CIO Corporate heads Middle Managers General Managers Plant Managers Regional Manager Divisional Manager Responsibilities Change Commitment Culture Environment Resources Objective Coordination Subunit performance Strategy implementation First Line Manager Office manager Shift supervisor Department Manager Team Leaders Team leader Team contact Group facilitation Nonmanagerial workers Teaching and training Scheduling Facilitation Facilitation External relationships Internal relationships Top Managers CEO COO CFO CIO CTO Overall direction of the organization Create context for change Develop employees commitment to and ownership of company performance Create a positive organizational culture the through language and action Monitor the business environment o Closely monitor customer needs competitor moves and long term business economic and Manage sales Profit ESP Expectations of Wall Street Analysis Board of Directors and Company social trends Owners Middle Managers Plant manager regional manager divisional manager Set objectives consistent with top management s goals Implement subunit strategies for achieving objectives Plan and allocate resources to meet objectives Coordinate and link groups departments and divisions Monitor and manage subunits and individual managers Implementing the changes or strategies generated by top management First Line Managers Office manager shift supervisor department manager Manage performance of entry level employees who are directly responsible for producing a company s good or service Oversee the work of employees that are directly responsible for the company s goods and services Does not supervise other managers Responsible of first line managers include monitoring teaching and reward the performance or their workers Train and supervise the performance of nonmanagerial employees Make detailed schedules and operating plans Team Leaders New kind of management position that developed o Self managing teams No formal supervisor Facilitate team activities toward accomplishing a goal Not responsible for team performance Help team members plan and schedule work learn to solve problems and work effectively with each other Manage internal and external relationships o Act as a bridge or liaison between their teams and other teams departments and divisions in a company Mintzberg s Managerial Roles Interpersonal Roles others Figurehead Management job people intensive Most managers spend time between 2 3 and 4 5 of their time in face to face communication with o Managers perform ceremonial duties Manager visiting a sick worker Bailing a worker out of jail Speaking at the funeral of a deceased worker Leader Liaison Informational Roles Monitor o Managers motivate and encourage workers to accomplish organizational objectives o Managers deal with people outside their unit Managers spend about 40 of their time giving and getting information from others o Managers scan their environment for information and receive unsolicited information and receive unsolicited information Read wall street journals Browse yahoo com cnn com Visit Trade Fairs and Industry Associations Visit clients Disseminator Spokesperson o Manager share information with subordinates and others in the company Filter information and send up and down the chain Execute Policy Decision e g a new expense policy o Managers share information with people outside of the company Decisional Roles Entrepreneur Intrapreneur o Managers adapt themselves their subordinates and their units to change Set up an offshore factory in Minsk Disturbance firefighter o Managers respond to pressures and problems so serve that they demand immediate action Handle customer complaints Handle escalations o Managers decide who will get what resources and in what amounts o Managers negotiate schedules project goals outcomes resource and employee raises Resource Allocator Negotiator What Companies Look For Technical skills o Specialized procedure techniques and knowledge required to get the job done o Most important for team leaders and lower level managers because these people supervise the workers who produce products or serve customers o Become less important as managers rise through the managerial ranks but they are still important Human skills Conceptual skills o Ability to work well with others o Work effectively within groups encourage others to express their thoughts and feelings are sensitive to others needs and viewpoints and are good listeners and communicators o Ability to see the organization as a whole o To understand different parts of the company affect each other o Recognize how the company fits into or is affected by its external environment Local community Social and