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Kultur Dokumente
CHAPTER 1
1. Rewards, benefits and privileges managers might expect
2. 7 Challenges to managers today
3. 4 Principal functions of management planning, organizing, leading
and controlling
4. 3 Roles managers must play
5. Contributions of Entrepreneurship
6. 3 Skills required of a manager
Management is defined as the
1. pursuit of organizational goals efficiently and effectively
2. by integrating the work of people
3. through planning, organizing, leading, and controlling the
organizations resources.
OR
1. E E
2. I
3. POLC r
Organisations value managers because of the multiplier effect. Good managers
have an influence on the organization far beyond one person acting alone.
The ability to take risks to embrace change and to keep going forward despite
fears and internal criticism is important to any managers survival.
Management is the art of getting things done through people.
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Achievem
ent
Oriented
Task
Oriented
People
Oriented
Manage
rs
EE
Manageme
nt
POLC r
Studying
Manageme
nt
Practicing
Manageme
nt
understand how
to deal with
organizations
from the
outside
understand how
to relate to
supervisors
stretch your
abilities and
magnify your
range
understand how
to interact with
co-workers
build a catalog
of successful
products or
services
understand how
to manage
yourself in the
workplace
7 C HALLENGES AS A M ANAGER
C HALLENGE #1: M ANAGING
S TAYING A HEAD OF R IVALS
FOR
C OMPETITIVE A DVANTAGE -
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FOR
FOR
S US TAINABILITY - T HE
FOR
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Planning
Organising
Leading
Controlling
Planning
Set goals and decide how
to achieve them.
Controlling
Organizing
Monitor performance,
compare it with goals,
and take corrective action
as needed.
Leading
Motivate, direct, and
influence people to work
hard to achieve the
organisation's goals.
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3 L EVELS OF M ANAGEMENT :
T OP
1. Top managers
a. make long-term decisions about the
b. overall direction of the organization and
c. establish the objectives, policies, and strategies for it.
2. Middle managers
a. implement the policies and plans of their superiors
b. and supervise and coordinate the activities of the managers below
them.
3. First-line managers
a. make short-term operating decisions,
b. directing the daily tasks of non-management personnel.
A REAS OF M ANAGEMENT
F UNCTIONAL M ANAGERS VS G ENERAL M ANAGERS .
A functional manager is responsible for one organisational activity. E.g.
Director of Finance
A general manager is responsible for several organisational activities. E.g.
Executive Vice President
3 T YPES OF O RGANISATIONS
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Broad Managerial
Roles
Interpersonal Managerial
Roles
Types of Roles
Description
Figurehead
Leadership
Liaison
Informational Managerial
Roles
Monitor
Disseminator
Spokesperson
Decisional Managerial
Roles
Entrepreneur
Disturbance handler
Resource allocator
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Negotiator
Intrapreneur
An intrapreneur is someone who works
inside an existing organization who
sees an opportunity for a product or
service and mobilizes the
organizations resources to try to
realise it.
Manager
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In general, both have a high need for achievement, high energy level and action
orientation, and tolerance for ambiguity. Entrepreneurs are more self-confident
and have higher tolerance for risk.
Skills
The Ability to Perform
a Specific Job
Technical skills consist
of the job-specific
knowledge needed to
perform well in a
specialised field.
Having the requisite
skills seems to be the
most important at the
lower levels of
management among
employees in their
first professional job,
and first-line
managers.
C ONCEPTUAL
Skills
The Ability to Think
Analytically
Conceptual skills consist
of the ability to think
analytically, to visualize
the organization as a
whole and understand
how the parts work
together.
Such skills are more
important as you move
up the management
ladder, and particularly
for top managers who
must deal with problems
that are ambiguous but
could have far reaching
consequences.
H UMAN
Skills The
Ability to Interact Well
with People
Human skills consist of
the ability to work well in
cooperation with other
people to get things
done.
Such soft skills are
necessary to motivate,
inspire trust, and
communicate with
others.
Because of the range of
people, tasks, and
problems in an
organisation, developing
human-interacting skills
may turn out to be an
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