Chapter 1InformationalDisseminator-Forward information to other organization members; send memos and reports, make phone calls.Spokesperson-Transmit information to outsiders through speeches, reports, memos.InterpersonalDecisionalChapter 2Review and understand Exhibit 2.3, page 49 (below)Elements of BureaucracyAssumptions of Theory XAssumptions of Theory YChapter 4Chapter 7CHAPTER 8Factors in Strategy ImplementationChain of command-an unbroken line of authority that links all individuals in the organization and specifies who reports to whom.Unity of command-each employee is held accountable to only one supervisorAuthority-the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.Span of management-the number of employees reporting to a supervisor is called the span of control. It should be no larger than 7 people. The number is increasing.Tall structure-a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.Chapter 1Define management-The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.The four management functions:1) Planning-the management function concerned with defining goals for future organizational performance and deciding on the tasks and resource use needed to attain them.2) Organizing-The management function concerned with assigning tasks, grouping tasks into departments, and allocating resources in departments.3) Leading-the management function that involves the use of influence to motivate employees to achieve the organizations goals.4) Controlling-the management function concerned with monitoring employees’ activities, keeping the organization on track toward its goals, and making corrections as needed.You should, at the minimum, be able to define, place in order, and identify each of these functions.Define organization-A social entity that is goal directed and deliberately structured.Know the difference between effectiveness and efficiency.Effectiveness-the degree to which the organization achieves a stated goal. Efficiency-the use of minimal resources-raw materials, money, and people-to produce a desired volume of output.Management Skills1) Conceptual skills-the cognitive ability to see the organization as a whole and the relationship among its parts.2) Human Skills-the ability to work with and through other people and to work effectively as a group member.3) Technical Skills-the understanding of and proficiency in the performance of specific tasks.You should, at the minimum, be able to define and understand the relationship between management level and the amount of these skills a manager needs.The roles of manager1) Informational roles-describe the activities used to maintain and develop an informational network. These roles revolve around communication and the distribution of information, both verbal and written.2) Interpersonal roles-pertain to relationships with others and are related to human skills. These roles revolve around leading, acting as a liaison, and handling ceremonial and symbolic activities.3) Decisional roles-pertain to those events about which the manager must make a choice to take action. These roles require conceptual and human skills and revolve around the decisions a manager must make.You should, at the minimum, be able to define these roles and to identify the category the ten roles in exhibit 1.4, page 20, fall into.InformationalMonitor-Seek and receive information, scan periodicals and reports, maintain personal contacts.Disseminator-Forward information to other organization members; send memos and reports, make phone calls.Spokesperson-Transmit information to outsiders through speeches, reports, memos.InterpersonalFigureheads-Perform ceremonial and symbolic duties such as greeting visitors, signing legal documents.Leader-Direct and motivate subordinates; train, counsel, and communicate with subordinates.Liaison-Maintain information links both inside and outside organization; use mail, phone calls, meetingsDecisionalEntrepreneur-Initiate improvement projects; identify new ideas, delegate idea responsibility to others. Disturbance handler-take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environmental crises.Resource allocator-Decide who gets resources; schedule, budget, set priorities.Negotiator-Represent department during negotiation of union contracts, sales, purchases, budgets, represent departmental interests.Chapter 2Understand the different forces on an organization1) Political forces-the influence of political and legal institutions on people and organizations2) Social forces-the aspects of a culture that guide and influence relationships among people-their values,needs, and standards of behavior.3) Economic forces-forces that affect the availability, production, and distribution of a society’s resourcesamong competing users.Know the meaning of classical perspective-a management perspective that emerged during the 19th and early 20th centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines.Know the meaning of scientific management and be able to identify its’ founder.Scientific management-a subfield of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity. The “father of scientific management” was Fredrick Winslow Taylor. Please review exhibit 2.2 page 47.Know the meaning and importance of bureaucratic organizations-a subfield of the classical management perspective that emphasized management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record keeping, and separation of management and ownership. It is important because it provides a standard way of doing things and treats everyone equal, allowing everyone to know what the rules are.Review and understand Exhibit 2.3, page 49 (below)Elements of Bureaucracy1-Labor is divided with clear definitions of authority and responsibility that are legitimized as official duties.2-Positions are organized in a hierarchy of authority, with each position under the authority of a higher one.3-All personnel are