B EC 342 ch.1

traditional view of managers

bosses

contemporary view of managers

empowerment and serve employees

top managers

responsible for strategy and vision

functional managers

responsible for efficiency and effectiveness of specific areas

supervisory/team managers

coordinate subgroups or teams

line manager

contribute directly to product or service

staff manager

lead supporting function like finance

general managers

manage clearly identifiable revenue and producing units

interpersonal roles

focus on relationships through figurehead, liaison, and leader

informational roles

focus on handling information through monitor, disseminator, and spokesperson

decisional roles

focus on utilizing information for action through entrepreneur, disturbance handler, resource allocator, and negotiator

planning

setting objectives and determining a course of action. strategic, tactical, and operational.

organizing

developing structure and allocating human resources

leading

using social and informal sources of influences to inspire others toward goals.

controlling

ensuring performance meet standards.

in-role individual performance

tasks listed in job description

extra-role individual performance

voluntary organizational citizenship behavior that benefits organization but not formally rewarded

group

collection of indivisuals who interact so one person’s actions impact others

team

small cohesive coalition with complementary skills committed to a common purpose and mutual accountability

economic dimension of organizational performance

producing profits through efficient resource use

social dimension of organizational performance

corporate social responsibility responsible for impacts on employees, communities, and society

environmental dimension of organizational performance

impact on planet

personal growth and learning styles

visual, auditory, and kinesthetic