MANAGEMENT AND MANAGERSWhat are the definitions of these words?

MANAGEMENT

Management refers to the process of getting activities completed efficiently and effectively with and through people

MANAGERS

Managers work in organizations and direct the activities of the other people inside the organization called operatives.

Operatives are people who work directly on a job or task and have no responsibility for overseeing the work of others.

ORGANIZATIONS

An organization is a systematic arrangement of people to accomplish some specific purpose.

1. Each organization has a distinct purpose typically expressed in terms a set of goals.

2. Each organization is composed of people.3. All organizations develop a SYSTEMATIC

STRUCTURE that defines and limits the behavior of its members. (Rules and Regs, naming a “boss” and giving authority,

TYPES OF ORGANIZATIONS

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LEVELS OF MANAGEMENT

Top managers Middle managers Supervisory managers Operatives

TOP MANAGERS

At or near the pinnacle of the organization.

Are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.

President or vice president Chancellor Managing director COO? CEO? Chairman of the board

MIDDLE MANAGERS

Includes all levels of management between the supervisory and the top level of the organization.

Department or agency head Project leader Plant manager Unit chief Dean Division manager

SUPERVISORY MANAGERS

Usually called a supervisor. It is the lowest level of management In a manufacturing plant, it is called a foreman Atlanta Braves supervisor would be the coach.

FUNCTIONS OF A MANAGER

Planning Organizing Leading Controlling

PLANNING

Includes defining goals, establishing strategy, and developing plans to coordinate

activities.

ORGANIZING

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

LEADING

Includes motivating subordinates Directing others Selecting the most effective

communication channels Resolving conflicts

CONTROLLING

Monitoring activities to ensure that they are being accomplished as planned

Correcting any significant deviations Once the plan is formulated, the structure

organized, and people hired, trained, and motivated, something may still go wrong

To ensure things are going as planned, managers must monitor the organizations performance.

ROLES OF MANAGEMENT

Specific categories of managerial behavior Interpersonal Roles Informational Roles Decisional Roles

INTERPERSONAL ROLES

Roles and duties that are ceremonial and symbolic in nature Figurehead-symbolic head who performs

routine duties. i.e. Greeting visitors, signing documents

Leader-Responsible for the motivation and activation of subordinates

Liason-Maintains personal relationships with outsiders. i.e. Mail, company tours, wine and dine

INFORMATIONAL ROLES

Receiving and collecting information from organizations and institutions outside their own Monitor-seeks and receives special info to develop

an understanding of other organizations and the environment. i.e. Personal contacts, reading periodical and reports

Disseminator-transmits info received to other inside the organization

Spokesperson-transmits info to outsiders about organizational plans, policies, actions, and results

DECISIONAL ROLE

Makes the decisions that ultimately affect the organization Entrepreneur- searches for and initiates

improvement projects to help the organization Disturbance handler- Handles corrective actions

when the organization faces unexpected disturbances

Resource allocator-responsible for the allocation of organizational resources of all kinds

Negotiator-responsible for representing the organization at major negotiations

EVALUATION OF MANAGER ROLES

The roles of disseminator, figurehead, negotiator, liason, and spokesperson are more important at the higher levels of the organization

The leader role is more important for the lower-level managers than it is for either middle or top-level managers

MANAGEMENT SKILLS

Technical Skills Human Skills Conceptual Skills

TECHNICAL SKILLS

Skills that include knowledge of and proficiency in a certain specialized field. Computers Finance Manufacturing Accounting

The higher the level of MGT, the less important technical skills are.

HUMAN SKILLS

The ability to work well with other people both individually and in a group Since managers work with people all the

time, This skill is crucial. Good people skills get the most out of people.

Communicate Motivate Lead Inspire

CONCEPTUAL SKILLS

The ability to think and conceptualize about abstract situations, to see the organization as a whole and the relationships among its various subunits, and to visualize how the organization fits into its broader environment.