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Top Managers
Responsible for the performance of an organization as a whole or for one of its larger parts. CEO, President, Vice President
Middle Managers
People in charge of relatively large departments or divisions consisting of several smaller work units or teams. Division/Regional/Branch Managers
First-line managers
formally in charge of a small work group composed of non-managerial workers department head, supervisor, team leader
Accountability
The requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility
delegation
entrusting work duties to others
responsibility
obligation one has committed to
Effective managers
help people meet both performance and satisfaction goals
performance
relates to achieving organizational goals
satisfaction
relates to quality of work life (QWL) Members feel: respected & valued, fair pay, safe conditions, learning + growth opportunities, pride in work
the upside down pyramid
the manager as a coach customers and non-managerial workers are at the top "what can we managers do for you employees?"
The management process
Planning, Organizing, Leading, Controlling
Planning
The process of setting performance objectives and determining what actions should be taken to achieve them What are you going to do?
Organizing
the process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups What do you need to do it?
Leading
the process of arousing people's enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives How are you going to do it?
Controlling
The process of measuring work performance, comparing results to objectives and taking corrective action. Did you do it?
Characteristics of managerial work
long hours, intense pace, fragmented/various tasks, varied communication media, reliance on relationship building
Management Roles
Interpersonal roles, informational roles, decisional roles.
Interpersonal roles
How a manager interacts with other people: figurehead, leader, liaison. Interact with the constituents inside and outside the organization.
Informational roles
How a manager exchanges and processes information. Monitor, disseminator, spokesperson. Give, recieve, analyze information.
Decisional roles
How a manager uses information in decision making: entrepreneur, disturbance handler, resources allocator, negotiator. Problem-solve by deciding
INTRApreneur
Using company resources to create new ones
Technical skills
the ability to use a special proficiency or expertise to perform particular tasks
conceptual skills
the ability to think critically and analytically
human skills
the ability to work well with others. a high level of emotional intelligence
Emotional intelligence
the ability to manage ourselves and our relationships effictively
Self awareness
understanding moods, emotions (your own)
self regulation
thinking before acting, controlling disruptive impulses
motivation
working hard and persevering
Empathy
understanding emotions of others
Social skills
gaining rapport and building good relationships
intellectual capital
the collective brainpower or shared knowledge of an organization's workforce competency x commitment = intellectual capital
Modern management
Push & pull mass customization moderate $$$ Good for organization AND customer Example: subway
Classical management
PUSH mass produce cheap $$$ good for organization does one thing well, predictable, machines
Behavioral management
PULL customize expensive $$$ (labor) good for customer
Classical management approaches
scientific management - frederick taylor administrative principles - henri fayol bureaucratic organization - max weber people are agreeable to reason; use sound judgment; are predictable
Scientific management
-"a right process" -there is only one best way to perform any task -time standards for productivity; measure and calibrate work
bureaucracy
-focus on definitions of authority, responsibility, and process -intended to address the inefficiencies of organizations at that time
administrative principles
Analyzed and documented the practices of successful managers
The Hawthorne Studies
Tried to determine how economic incentives and physical environment affected productivity. Concluded that human needs were an important factor in increasing productivity.
Hawthorne Effect
people respond favorably when managers consult them when they're allowed to collaborate
Hierarchy of human needs
lowest level needs are necessary for survival abraham maslow
progression principle
when one need is satisfied, we proceed on to a higher level need
deficit principle
satisfied needs don't motivate behavior
self-fulfilling prophecies
douglas mcgregor --employees react to manager expectations
theory x managers
believe employees dislike work, lack ambition, use "command and control" style, stick approach: have to hover over workers/push them
theory y managers
employees are willing to work, capable of self control, people enjoy work are enthusiastic. People can be trusted
chris argyris
employees want to be treated as adults will perform better with less restrictive/defined tasks criticism: assumes people are honorable
Quantitative Analysis
quantitative analysis and operations research apply mathematical techniques to solve management problems
quantitative analysis
historical data to make objective decisions
qualitative analysis
using historical opinions to make subjective decisions
Operations management
producing goods and services efficiently and effectively, including - improve processes and operations -effective work flow designs -project management -quality control
contigency thinking
the best way to manage depends on the circumstances -environmental uncertainty -technology -organizational structure -employee abilities
Organizational culture
culture is the personality of the organization. Shared beliefs and values that guide behavior of organization members
strong cultures
organizational culture shapes behavior and influences performance
socialization
helps new members learn the culture
observable culture
observable culture is what you see and hear
polychronicity
the use of time, space, and behavior
values
values based management works hard to make sure the core values show
Symbolic leaders
use language and symbols to establish and reinforce culture
workplace spirituality
involves creating meaning and community for employees
innovation
taking a new idea and putting it into practice
process innovation
results in better ways to do things
product innovation
bigger, better, faster, stronger goods and services
Business model innovations
ways to make money
Green innovations
earth friendly business models
social innovations
help solve the world's social problems
social entrepreneurship
ways to solve social problems
commercializing innovation
turns ideas into products, services, or processes
change leaders
leaders who take responsibility for change
transformational change
results in major and comprehensive redirection of the organization
incremental change
small changes -- not necessarily known by everyone

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