TANGINANG SGMA TOOOO

management

coordinating people and other resources to achieve the goals of an organization

Planning

Organizing

Leading and motivating

Controlling

four key functions of management

planning stage

The organization’s strategy is developed in the

Planning

establishes the strategy for the organization

strategic planning process

a broad guide for the company and is usually developed by top management

strategic, tactical, and operational

planning has different levels

organizing

After goal setting and planning, the manager’s second main function is

• According to their level within an organization

• According to their area of management

Managers can be classified in two ways:

top managers (upper), middle managers, and lower-level (frontline) managers

three general levels of management:

the strategy group, the tactical group, and the operations group

three levels of management are referred to as

organizing function of management

Classification of managers in this way is an example of the

conceptual skills, technical skills, and interpersonal skills.

The three key skills a manager needs to perform these functions are

conceptual skills

the ability to see the “big picture” and understand how the various parts of an organization or idea can fit together

technical skills

specific skills needed to accomplish a specialized activity

interpersonal skills

skills for dealing effectively with other people both inside and outside an organization; examples include the ability to relate to people, understand their needs and motives, and show genuine empathy and compassion

autocratic leadership (authoritarian)

a style of leadership where the leader makes decisions and the employees are expected to execute the decisions exactly as directed

participative leadership (inclusive)

a style of leadership where the leader consults employees before making decisions

laissez-faire leadership (free-rein)

a style of leadership where the leader provides a basic vision and the necessary resources for the team and then mainly acts as an adviser

1) Identify the problem or opportunity, 2) Gather information, 3) Incubation, 4) Illumination (then validate/implement

List the four steps of creative decision-making in order.

analytical

decision-making process is generally used when the situation is similar to something we have encountered before

5whys

A quality-control technique used to find the root cause of an issue is called the

gap analysis

compares desired outcomes with the current (actual) performance

swot analysis

a tool for identifying and evaluating a business’s strengths, weaknesses, opportunities, and threats; can be used during the strategic planning process to set goals and objectives

core competencies

approaches and processes that a company performs well that may give it an advantage over its competitors

strengths

Internal capabilities and core competencies that give the company an advantage over its competitors

positive

are strengths positive or neg

weaknesses

Internal limitations a company faces in developing or implementing plans.

weaknesses and threats

can potentially be negative for the company.

Opportunities

. External conditions in the business environment that could produce rewards for the company if properly pursued

Threats

External conditions or barriers in the business environment that could prevent the company from reaching its objectives

leadership

is the ability to influence others to work toward a common goal.

gap analysis and swot

Two tools to assess success

expert power

Many organizations’ structures use cross-functional teams. The members of these teams come from different functional areas to achieve a common task. What is the common power base that each member shares?

legitimate power

based on the formal position in the organization

referent power

based on charisma and other attractive traits

reward power

ability to offer rewards that others see as valuable to them

vision statement

ability to offer rewards that others see as valuable to them

mission statement

outlines the activities the organization is engaged in and how they help it to achieve its goals and objectives and distinguish itself from the competition

operational plans

plans that implement the tactical plans; the day-to-day plans for each functional area

contingency plans

plans that ask the “what-if” questions to develop strategies for responding to unexpected or unknown events

Coercive power

the ability to threaten negative outcomes

top managers

an upper-level executive who guides and controls an organization’s overall strategy and resources to accomplish its vision

middle managers

a manager who implements the strategy and major policies developed by upper management

lower-level (frontline) managers

a manager who coordinates and supervises the activities of operating employees (those with no employees reporting to them)

Centralized authority

decisions are concentrated at the upper levels of management.

Decentralized authority

where management consciously attempts to spread authority widely across the organization

nature of the industry and the objectives of the company.

decisions about the level of centralization depend on the

wide span

of management exists when a manager has a larger number of employees and can lead to a flatter organization.

narrow span

exists when the manager has only a few employees and can lead to a taller organization.

span of management

is the number of workers who report directly to one manager

organizational structure

is the result of the organization design process. It represents the people in the company, how they are grouped, and to whom they report.

line structure, line-and-staff structure, and matrix structure.

The three primary types of organizational structure are

Informal groups

are created by group members to accomplish goals that may or may not be relevant to the organization, and they can be very powerful forces.

grapevine

can be used to transmit information (important or gossip) through an organization much faster than through the formal communication network.

team

two or more workers operating as a coordinated unit to accomplish a specific task or goal

efficiency, control, responsiveness, and empowerment

Four objectives to consider for organization design are

function, by product, by location, and by customer.

The most common criteria for organizing a business into effective departments are by

job design

One of the first steps in organization design is

job design

deciding who will perform each of the tasks required to operate the business

Organizational structure

is the result of the organization design process.

Efficiency

the ability to complete a task using a minimum amount of resources

control

the ability to make decisions and specify how those decisions will be carried out

Responsiveness

the speed at which an organization can improve its products in response to changes in the external environment, customer feedback, employee suggestions, or competitive pressures

empowerment

the degree to which employees have the authority or power to do something, particularly to make decisions

departmentalization

the process of grouping jobs into manageable units

acquisition, development, maintenance

what does HRM consist of

Acquisition

recruiting and hiring new employees

job design

structuring the tasks and activities required to accomplish a business’s objectives into specific jobs to foster productivity and employee satisfaction and motivation

job specialization

the separation of all organizational activities into distinct tasks and the assignment of different tasks to different people

task identity

how each job contributes to the final product or result

task significance

the importance of a task and how the task affects others

decentralized organization

an organization where management consciously attempts to spread authority widely in the lower levels of the organization

centralized organization

an organization that systematically works to concentrate authority at the upper levels of the organization

organizational height

the number of layers, or levels, of management in a business

line structure

an organizational structure in which the chain of command goes directly from person to person throughout the organization

line and staff structure

an organizational structure that includes both line and staff positions

matrix structure

an organizational structure where individuals from different functional areas work on project teams

cross-functional team

a team of individuals with varying specialties, expertise, and skills that are brought together to achieve a common task

corporate culture

the inner customs, traditions, and values of an organization

Development

improving employee skills and expanding their capabilities

Maintenance

encouraging valuable employees to remain with the organization and work effectively

hrm

consists of all the activities involved in acquiring, developing, and maintaining an organization’s human resources.

equity, diversity, inclusion, and accessibility

EDIA

equity

refers to fairness.

equity

This includes removing barriers and biases to ensure that everyone has an equal opportunity.

diversity

is recognizing, valuing, and embracing differences, respecting the uniqueness of each person.

Inclusion

includes demonstrating respect for employees as well as acknowledging and valuing their contributions, talents, skills, experiences, and perspectives

acessibility

means identifying, removing, and preventing barriers, as well as implementing measures to ensure equitable and flexible opportunities.

skills inventory

a computerized database containing information on the skills and experience of all current employees

planning

acquisition phase of HRM is planning,

planning

where managers project how many employees with what skills are required to meet future needs.

job analysis

a systematic approach to determine the tasks and responsibilities of a position and qualifications needed for the job

systematic process

it is best to recruit using

orientation

it is the step that bridges the acquisition phase and the development phase

orientation

the process of acquainting new employees with an organization

Training

the process of teaching new employees how to do their jobs, or teaching existing employees how to do their jobs more effectively and efficiently

performance appraisal

e link between development and maintenance.

planning and job analysis

prepare the organization for the recruiting process

job description and job specification

The job analysis results in

Job description

what you DO