MGMT (Principles of Management) Chapter 1

MGMT

Principles of Management

Chuck Williams

Management

Is getting work done through others

Efficiency

Getting work done with a minimum of effort, expense, or waste

Effectiveness

Accomplishing tasks that help fulfill organizational objectives

Ceo, Fayol argued that

"The success of an enterprise generally depends much more on the administrative ability of its leaders than on their technical ability

What are the five managerial functions in order to be successful, according to Fayol

Planning, organizing, coordinating, commanding, and controlling.

The four functions of management

Planning, Organizing, Leading, Controlling

Planning

Determining organizational goals and a means for achieving them

Organizing

Deciding where decisions will be made, who will do what jobs and track, and who will work for whom

Leading

inspiring and motivating workers to work hard to achieve organizational goals

Controlling

monitoring progress toward goal achievement and taking corrective action when needed

Top Managers Cheif executive officer (CEO), chief information officer (CIO)

Responsibilities is Change, Commitment, Culture, Environment

Top Managers chief operating officer (COO), Vice president

Responsibilities is Change,Commitment, Culture, Environment

Top Managers chief financial officer (CFO), Corporate heads

Responsibilities is Change, Commitment, Culture, Environment

Middle Managers General Manager

Responsibilities is Resources, Objectives, Coordination, Subunit performance, Strategy implementation

Middle Managers Plant Manager

Responsibilities is Resources, Objectives, Coordination, Subunit performance, Strategy implementation

Middle Managers Regional Manager

Responsibilities is Resources, Objectives, Coordination, Subunit performance, Strategy implementation

Middle Managers Divisional Manager

Responsibilities is Resources, Objectives, Coordination, Subunit performance, Strategy implementation

First-Line Managers Office manager

Responsibilities is Nonmanagerial worker supervision, Teaching and training, Scheduling, Facilitation

First-Line Managers Shift supervisor

Responsibilities is Nonmanagerial worker supervision, Teaching and training, Scheduling, Facilitation

First-Line Managers Department manager

Responsibilities is Nonmanagerial worker supervision, Teaching and training, Scheduling, Facilitation

Team Leader Team Leader

Responsibilities is Facilitation, External relationships, Internal relationships

Team Leader Team contact

Responsibilities is Facilitation, External relationships, Internal relationships

Team Leader Group facilitator

Responsibilities is Facilitation, External relationships, Internal relationships

Top managers

executives responsible for the overall direction of the organization

Middle managers

responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives

CEO has a very specific job that only he or she can do

Link the external world with the internal organization

Link the external world with the internal organization

This means that top managers must closely monitor customer needs, competitors' moves, and long-term business, economic, social trends

Middle management responsibility

is to plan and allocate resources to meet objectives

Middle management second responsibility

is to coordinate and link groups, departments, and divisions within a company

Middle management third responsibility

is to monitor and manage the performance of the subunits and individual managers who report to them

First-line managers

hold positions like office manager, shift supervisor, or department manager.

First-line managers primary responsibility

is to manage the performance of entry-level employees who are directly responsible for producing a company's goods and services

First-line managers

are the only managers who don't supervise other managers

First-line managers

are also responsible for teaching entry-level employees how to do their jobs

Top managers

Plans last for Three to Five years

Middle managers

Plans last for Six to Eighteen months out

First-line managers

Plans last for Two weeks

First-line managers

train and supervise the performance of non-managerial employees who are directly responsible for producing the company's products or services

Team leaders

managers responsible for facilitating team activities toward goal accomplishment

First-line managers are responsible for

The performance of nonmanagerial eployess and have the authority to hire and fire workers, make job assignments, and control resources

Figurehead role

the interpersonal role managers play when they perform ceremonial duties

Managers Fulfill three major roles while performing their jobs

Interpersonal, informational, decisional

In fulfilling the interpersonal role of management, managers perform three subroles

figurehead, leader, and liaison

Figurehead role

managers perform ceremonial duties like greeting company visitors, speaking at the opening of a new facility, or representing the company at a community luncheon to support local charities

Mintzberg's Managerial roles for Interpersonal Roles

Figurehead, Leader, and Liaison

Mintzberg's Managerial roles for Informational Roles

Monitor, Disseminator, Spokesperson

Mintzberg's Managerial roles for Decisional Roles

Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

CEOs who sit on outside boards

earn an average return on assets 15 percent higher than companies with CEOs who don't sit on outside boards

Leader role

the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives

Liason role

the interpersonal role mangers play when they deal with people outside their units

Monitor role

the informational role managers play when they scan their environment for information

Things that managers often do that create an uncomfortable unproductive work atmosphere

Pressuring employees to attend social events. When your employees are with people from work, even at some party, it might just end up feeling like "work"

Things that managers often do that create an uncomfortable unproductive work atmosphere

Asking an employee to do something that you've already asked someone else to do

Things that managers often do that create an uncomfortable unproductive work atmosphere

Pressuring employees to give to charity

Things that managers often do that create an uncomfortable unproductive work atmosphere

Not giving employees time to eat during mealtime hours

Things that managers often do that create an uncomfortable unproductive work atmosphere

Asking employees to evaluate their coworkers

Things that managers often do that create an uncomfortable unproductive work atmosphere

Asking employees to do self-evaluations

Things that managers often do that create an uncomfortable unproductive work atmosphere

Revealing too much information to employees

Things that managers often do that create an uncomfortable unproductive work atmosphere

Asking employees to make sure that you stay on course during meetings

Things that managers often do that create an uncomfortable unproductive work atmosphere

Asking employees to do something that you don't want to do

According to Mintzberg, managers engage in four decisional subroles

entrepreneur, disturbance handler, resource allocator, and negotiator

Disseminator role

the informational role managers play when they share information with others in their departments or companies

Spokesperson role

the informational role managers play when they share information with people outside their departments or companies

Entrepreneur role

the decisional role managers play when they adapt themselves, their subordinates, and their subordinates, and their units to change

Disturbance handler

The decisional role managers play when they respond to severe pressures and problems that demand immediate action

Resource allocator role

the decisional role managers play when they decide who gets what resources and in what amounts

Negotiator role

the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises

Technical Skills

the specialized procedures, techniques, and knowledge required to get the job done

Human skills

the ability to work well with others

Conceptual skills

the ability to see the organization as whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment

When companies look for employees who would be good managers,

they look for individuals who have technical skills, human skills, conceptual skills, and the motivation to manage

Motivation to manage

is an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively toward others, tell others what to do, reward good behavior and punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks

Top Ten Mistakes Managers Make

Insensitive to others: abrasive, intimidating, bullying style

Top Ten Mistakes Managers Make

cold, aloof, arrogant

Top Ten Mistakes Managers Make

Betray trust

Top Ten Mistakes Managers Make

overly ambitious: thinking of next job, playing politics

Top Ten Mistakes Managers Make

specific performance problems with the business

Top Ten Mistakes Managers Make

Overmanaging: unable to delegate or build a team

Top Ten Mistakes Managers Make

Unable to staff effectively

Top Ten Mistakes Managers Make

Unable to think strategically

Top Ten Mistakes Managers Make

Unable to adapt to boss with different style

Top Ten Mistakes Managers Make

Overdependent on advocate or mentor

Motivation to manage

an assessment of how ethusiastic employees are about managing the work of others

The top mistake made by derailers

is that they were insensitive to others by virtue of their abrasive, intimidating, and bullying manager style

The second mistake was that derailers

were often cold, aloof, or arrogant

Derailed managers

being so smart, so expert in their areas of knowledge, that they treated others with contempt because they weren't experts, too.

Betraying a trust doesn't mean being dishonest. Instead, it means

making others look bad by not doing what you said you would do when you said you would do it.

The fatal betrayal of trust is

failing to inform others when things will not be done on time

The distinguished behavior of derailers from arrivers

The failure to admit to mistakes, quickly inform others of mistakes, take responsibility for the mistakes, and then fix them without blaming others

The fatal mistakes of being unable to delegate, build a team, and staff effectively

indicate that many derailed managers were unable to make the most basic transition to managerial work: to quit being hands-on doers and get work done through others

The two things that go wrong when managers meddle in decisions that their subordinates should by making

(a)when they can't stop being doers (b)they alienate the people who work for them

Managers' initial expectations

Be the boss

Formal authority

Manage tasks

Job is not managing people

After six months as a manager

Initial expectations were wrong. Fast pace. Heavy workload

Job is to be problem solver and troubleshooter for subordinates

After a year as a manager

No longer a doer

Communication, listening, and positive, reinforcement

Learning to adapt to and control stress. Job is people development

Employment security

Is the ultimate form of commitment companies can make to their workers. Employees can innovate and increase company productivity without fearing the loss of their jobs

Selective Hiring

If employees are the basis for a company's competitive advantage and those employees have employment security, then the company needs to aggressively recruit and selectively screen applicants in order to hire the most talented employees available

High Wages Contingent on organizational performance

High wages are needed to attract and retain talented workers and to indicate that the organization values its workers. Employees, like company founders, shareholders, and managers, need to share in the financial rewards when the company is successful. Why? Because employees who have a financial stake in their companies are more likely to take a long-run view of the business and think business owners

Self-Managed teams and decentralization

Are responsible for their own hiring, purchasing, job assignments, and production. Self-managed teams can often produce enormous increases in productivity through increased employee commitment and creativity. Decentralization allows employees who are closest to ( and most knowledgeable about) problems, production, and customers to make timely decisions. Decentralization increase employee satisfaction and commitment

Training and skill development

Like a high-tech company that spends millions of dollars to upgrade computers or research and development labs, a company whose competitive advantage is based on its people must invest in the training and skill development of its people