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chapter 1 management

-the pursuit of organizational goals efficiently and effectively.
-managers operate within an organization.
means to use resources wisely (people, money, raw materials, etc.) and cost-effectively
means to achieve results, to make the right decisions and to successfully carry them out so that they achieve organizational goals.
a group of people who work together to achieve some specific purpose
* they value managers because of the multiplier effect
multiplier effect
-good managers can have an influence on an organization far beyond the results that be achieved by one person acting along.
– the role of the manager is to make everyone more productive, and hence create a more productive organization
management is defined as
1. the pursuit of organizational goals in an efficient and effective manner
2. integrating the work of people
3. planning, organizing, leading, an controlling the organization’s resources
the seven challenges
1. managing for competitive advantage
2. managing for diversity
3. managing for globalization
4. managing for information technology
5. managing for ethical standards
6. managing for sustainability
7.managing for your own happiness & life goals
competitive advantage
the ability of an organization to produce goods or services more effectively than competitors do
4 areas all organizations must stay ahead
1. being responsive to customers
2. innovation
3. quality
4. efficiency
the internet
global network of independently operating, but interconnected computers
E-commerce (Electronic Commerce)
the buying and selling of goods or services over computer networks.
Using the Internet to facilitate every aspect of running a business
Project management software
programs for planning and scheduling the people, costs, and resources to complete a project on time
computerized collection of interrelated files
collaborative computing
using state-of-the-art computer software and hardware to help people work together
knowledge management
the implementation of systems and practices to increase the sharing of knowledge and info throughout an organization
economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs
the four management functions / the management process
P. O. L. C.
levels and areas of management-the management pyramid
1.top managers
2.middle mangers
3.first-line managers
4.managerial personnel
top managers
make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it.
middle managers
Implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first -line managers below them
First-line managers
make short-term operating decisions, directing the daily tasks of non managerial personnel (those that don’t oversee the work of others.)
functional manager
responsible for just one organizational activity ( or department )
general manager
responsible for several organizational activities ( or departments )
thee types of organizations
1. For-Profit organizations: for making money
2. Nonprofit Organizations: For Offering Services
3. Mutual-Benefit Organizations: FOr Advancing the Interest of its members
Mintzberg on Managment
conducted a research study in the 1960s in which he followed around managers and recorded everything that they did
3 important takeaways from Mintzberg
1. A manager relies more on verbal than on written communication
2. A manager works long hours at an intense pace
3. A manager’s work is characterized by fragmentation, brevity, & variety ( most managerial activates take less than one hour)
three types of managerial roles
1. interpersonal roles
2. informational roles
3. decisions roles
interpersonal roles
figurehead, leader, liaison
-managers interact with people inside and outside their work units
informational roles
monitor, disseminator, spokesperson
-managers receive and communicate info.
decisional roles
entrepreneur, disturbance handler, resource allocator, negotiator
– managers use information to make decisions to solve problems or take advantage of opportunities
process of taking risks in pursuit of opportunity
necessity entrepreneurs
people who must suddenly must earn a living and are simply trying to replace lost income and are hoping a job comes along
opportunity entrepreneurs
those who start their business out of a buring desire rather than because they lost a job
someone who works inside an existing organization who sees an opportunity for product or service and mobilizes the organizations resources to try to realize it
skills managers need
-technical skills
-conceptual skills
-human skills
conceptual skills
The ability to think analytically, to visualize an
organization as a whole and understand how the parts work together
human skills
The ability to work well in cooperation with other
people to get things done
technical skills
The job-specific knowledge needed to perform well in
a specialized field
the most valued traits in managers
-motivate and engage
-work experience outside the united states
-high energy levels

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