Management.txt

the process of deciding the best way to use an organization's resources to produce goods or provide services - resources include its employees, equipment, and money

establishes the goals, or objectives of the organization, it decides which actions are necessary to meet those goals, decides how to use the organization's resources - shairperson of the board, CEO, COO, Senior VP

responsible for meeting the goals that senior management sets- sets goals for specific areas of the organization and decides what the employees in each area must do to meet those goals - department head - sales manager

make sure that the day to day operations of the organization run smoothly - front line level - foreman- crew leader - store manager

Management Tasks(5)

a manager decides on goals and the actions the organization must take to meet them (management task)

a manager groups related activities together and assigns employees to perform them (management task)

A manager decides how many and what kinds of people an organization needs to meet its goals (management task)

A manager provides the guidance employees need to perform their tasks (management task)

A manager measures how the organization performs to ensure that financial goals are being met - requires a manager to analyze accouting records and to make changes if financial standards are not being met (management task)

Relative amount of emphasis Placed on Each Function of Management
Senior Management -
Middle Management -
Supervisory Management -

Management Roles (3)

Management Roles
1.Interpersonal -
2.Informational -
3.Decisional -

Management Skills (3)

Which level of management uses which skills the most?
Conceptual?
HR?
Technical?

a management skill - help managers understand how different parts of a company relate to one another and to the company as a whole

a management skill - those that managers need to understand and work well with people

management skill - the specific abilities that people use to perform their jobs

managers are expected to set the standard for their department and to model behavior they expect from subordinates - cannot play favorites, put self before employees, lose temper

including people of different genders, races, religions, nationalities, ethnic groups, age groups, and physical abilities - represents major social change

invisible barrier that prevents women and minorities from moving up in ther organizational hierarchy - usually due to life circumstances

the application of standards of moral behavior to business situations - SOX - worthless if not enforced

Many of today's managerial problems began?

T/F Some forms of management have existed since the beginning of time
True False

Government Regulation for buisiness - prevented monopolies - no restriction on competition (not natural monopolies)

Philosophy of Frederick W Taylor that sought to increase productivity and make the work easier by scientifically studying work methods and establishing standards
1. time and motion studies
2. not everyone is right for certain jobs and training
3. explain to workers why things are done
4. workers focus on one aspect of a complete job

the actions of employees who intentionally restrict output

Henry Gantt

Frank Gilbreth

Lillian Gilbreth

Henri Fayol

production increase with no obcious relationship to environment - employees racted to condititions of attention

gave railway workers the right to form unions and engage in collective bargaining, established a corresponding obligation for employers to recognize and collectively bargain with the union

severely restricted the use of injunctions to limit union activity

Resulted in full, enforceable rights of employees to join unions and to engage in collective bargaining with their employer who ws legally obligated to do so

Established minimum wages and required that time and a half be paid for hours worked over 40 in one week

a organization can be viewed as one of the following systems - open or closed - a set of connected elements that function as a whole

organization interacts with its external environment - part of systems approach

organization has no interaction with its external environment - part of systems apprach

The controlling/authorative manager believes that most employees don't like to work and will only work at the required level of productivity if they are forced to do so under the threat of punishment - people are lazy and uncreative

The democratic/participative manager believes that employees can be trusted to meet production targets without being threatened and that they will often seek additional responsibilities because they enjoy the satiffaction of being creative and increasing their own skills - workers want to be creative

different conditions require different management approaches - no one best way to manage; the best way depends on the specific circumstances

attempts to integrate American and Japanese management practices - encouraged more participation - deeper concern for employee's well being - emphasis on quality - management facilitator

increased attention to quality - shift from finding and correcting mistakes or rejects to preventing them - managing the entire organization so that it excels in all dimensions of products and services that are important to the customer

Series of book focusing on top companies of the time- problem was they weren't top in future years - Built to Last - In Search for Excellence

managers focus on simple basic principles that allow the company to focus on performance rather than pursuing several strategic projects at the same time

the act of exchanging information - can be used to inform, command, instruct, assess, influence, and persuade other people

managers spend three quarters of their time communicating (listening 55%) - important because managers must give directions, motivate, convince, absorb ideas, persuade

how well someone can reproduce what you said effictive ness of mediums of communications (greatest to least )
Face to Face->Video Conferencing->Telephone->2 Way Radio->Written Addressed Documents->Unadressed documents

interactice process, transmit information, sender communicates verbally and nonverbally, factors can interfere and cause process to fail -

Assuming a receiver understands can create a misunderstanding - always seek verbal or nonverbal feedback - interpretation can be a problem - ensure sender and receiver see and understand in the same way

study of the meanings of words or symbols(only meaning in people's reactions

Two problems with semantics

deals with the mental and sensory processes an individual uses in interpreting information she or he receives -different people do this differently with the same information- listen to only part of the message

affect the communication process- setting is important - good communication is both this and physical - affect our disposition to send and receive communication

developing good listening skills (4 parts)

includes pitch, tempo, loudness, and hesitations in verbal communication(paralanguage)- can change the meaning of verbal communication - gestures - body posture and eye contact

kinds of non verbal communication

principles of good writing

developing oral communication skills

most appropriate for sensitive communications (reprimanding or dismissing an employee)

most appropriate for communicating routine information, such as changes in company policies or staff

informal channels of communication within an organization - often accurate - will always exist

intelligence, design, and choice

the process of choosing from among various alternatives

the process of determining the appropriate responses or actions necessary to alleviate a problem

approach used when managers make decisions based largely on hunches and intuition - problems occur when managers ignore available facts and rely only on feelings
suggestions : 1. become aware of biases and allow for them 2. seek independent opinions

a rational approach to decision making -
1. recognize need for decision
2. establish weight and rank criteria
3. gather available info and data
4. identify possible alternatives
5. evaluate each alternative
6. select the best alternative

assumes the economic person - 4 assumptions
1. clearly define criteria
2. people have knowledge
3. have the ability
4. have self discipline
most decision still involve some judgement

selecting the first alternative that meets the decision maker's minimum standard of satisfaction-human rationality has definite limits - bounded rationality
1. Knowledge of criteria is limited
2. acto on simplified concept of real world
3. take first alternative
4. level of aspiration fluctuates depending on value of recent alternatives

the level of performance a person expects to attain -impacted by the person's prior successes and failures

knowing exactly what will happen - condition for decision making

certain reliable but incomplete information is available - precise probablities usually not know- can use expected calue analysis - desirability of getting the information is figured by weighing the costs of obtaining the inormaiton against the information's value

decision maker has no knowledge concerning the probabilities associated with different possible outcomes

optimistic or gambling approach

pessimistic approach

choosing the alternative with the least variation among its possible outcomes

better than single person
takes longer
less responsible
more polar

barriers to effective decision making(3)

Five Step Process
1. Preparation
2. Concentration
3. Incubation
4. Illumination
5. Verification

1. Instill Trust
2. Develop communication
3. Seek Talent
4. Reward
5. Allow Flexibility
-Brainstorming

Rules to Brainstorming

Using a key word to brainstorm an idea