Principles of Management 371 Chapter 1
•Innovation is the new imperative, and critical in todays turbulent world
•Organizations cannot survive long-term without innovation
•Companies like Facebook are always investing in new ideas
•Facebook’s success can be attributed to the effectiveness of its innovative managers
*INNOVATION SHOULD BE A PART OF PRODUCTS, PROCESSES, PEOPLE, AND VALUES*
-Controlling (Part 1)
The attainment of organizational foals in effective and efficient manner (Part 2)
•Managers get things done by coordinating and motivating other peoples
•Managers get things done through the organization
•Create right systems and environments
•Organizations need good managers
What do Managers do?
•Establish goals for the group and decided what must be done to achieve them
• Divide work into manageable activities and select people to accomplish tasks
*3. Motivate and Communicate*
•Create teamwork via, decisions on pay, promotions, etc, and through communication
•Set targets and standards; appraise performance
*5. Develop People*
• Recognize the value of employees and develop this critical organizational asset
**Need to be able to define, place in order and identify each function
•In other words, Managerial Planning defines where the organization wants to be in the future, and how to get there.
•Set goals, and ways to attain them
•Until you *PLAN* how your are going to do something- it’s useless
•Assign responsibility for task accomplishment
•Leading means creating a shared cultural and values, communicating goals to people throughout the organization and infusing employees with the desire to perform at Top Level
•Managers must ensure that the organization is moving towards its goal
•One trend is recent years id for companies to place less emphasis on top-down control and more emphasis on training employees to monitor and correct themselves.
-regardless ultimately it is the managers responsibility
•Social Entity- bring made up of two or more people
•Goal Directed- designed to achieve some outcome, such as make a profit, win pay increases for members, meet spiritual needs, or provide social satisfaction.
•Deliberately Structured- the tasks are divided and responsibility for their performance is assigned to organizational members.
**This Definition applies to all organizations**
•following a plan to detail
*Degree to which you accomplish a Task*
•It is based on how much raw material, money, and people are necessary for producing a given volume of output.
•Can be calculated as the amount of resources used to produce a product or service.
*The amount of resources you use to accomplish a task*
•Effective- Following a plan to detail
•Efficient- multitasking- not paying full attention to detail….but… got the job done
**Can never be efficient first**
Degree to which you accomplish a task?
Which is more important, effectiveness or efficiency?
1. Conceptual Skills
2. Human Skills
3. Technical Skills
•The application of management skills chance as managers move up the hierarchy
*Should be able to define and understand the relationship between management level and the amount of these skills a manager needs
•Understanding how everything needs to come together to complete a task
•The ability to *Think Strategically* and identify, evaluate and solve complex problems.
•Important trait for all managers particularly top level managers.
•Demonstrated in the way a manger relates to other people, including the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts
•Where how/to manage people and do a task
•Organizations usually loose good people due to front-line bosses who fail to show respect and concern for employees
•Increasingly important for managers of all levels
•Includes mastery of the methods, techniques, and equipment involved in specific functions like engineering, manufacturing, finance.
•Specialized knowledge, analytically ability and the competent use of tools and techniques to solve problems in that specific discipline
•Particularly important at lower organizational levels
•Many ppl get promoted to their first management job due to excellent technical skills
•Hands on skills
•Unique/Rare = more money $$
•Common skills = a lower pay
•Technical skills are becoming more rare ex- working on cars
•Company doing well= More scale-ability
2. Poor Relationships/ Interpersonal skills 78%
•Evaluate how/who will/wont fit in
•how good one gets along with others
-Exclude sizes, styles, colors- just evaluate the person
1st-2nd interviews should focus on Evaluating that the interviewer has
•good personal skills
•gets along with other
– 1-1 1/2 yrs with a company- employers are looking for people playing nice together
•Titles such as- President, chairperson, EXC. director, CEO, Vice president
•Titles such as, department head, division head, manager of quality control, director or research lab
•responsible for implementing the overall strategies and policies defined by top managers
•generally concerned with near future, rather than long-range planning
EX. Project Managers
•They are the first or second level management
•Titles such as- Supervisor, line manager, section chief, and office manager
•primary concern is the application of rules and procedures to achieve efficient production provide technical assistance, and motivate subordinates
•Departments include: Advertising, sales, finance, HR manufacturing and accounting
-Line Managers- responsible for the manufacturing and marketing departments that make or sell the product of service
-Staff Managers- in charge of departments such as finance, and human resources that support line departments
• Becoming a manager is a transitions
-Move from being a DOER to a COORDINATOR
•Many new managers expect more freedom to make changes’
•Successful managers build teams and networks
•Many make the transition “Trial by Fire”
•These roles revolve around communication and the distribution of information both verbal and written
• *Monitor* – Seek and receive information, scan periodicals, and reports, maintain personal contacts.
• *Disseminator* – Forward information to other organization members; send memos and reports, make phone calls
•*Spokesperson* – Transmit information to outsiders through speeches, reports, memos.
**A good manager must know they have the support and acceptance from the crew
These roles revolve around leading, acting as a liaison, and handling ceremonial and symbolic activities.
•*Figurehead*- Perform ceremonial and symbolic duties such as greeting visitors, singing legal documents
•*Leader*- Direct and motivate subordinates; train, counsel, and communicate with subordinates
•*Liaison*- Maintain information links both inside and outside organization; use email, phone calls, meetings
What are several __________ of each role?
•These roles require conceptual and human skills, and revolve around the decisions a manager must make.
•*Entrepreneur*- Indicate improvement projects; identify new ideas, delegate idea responsibility to others
•*Disturbance Handler*- Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environmental crises
•*Resource Allocator*- Decide who gets resources; schedule budget, set priorities
•*Negotiator*- Represents department during negotiation of union contracts, sales, purchases, budgets; represents departmental interests
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