Beruflich Dokumente
Kultur Dokumente
CHAPTER ONE
1 CHAPTER ONE
Company culture has changedfor the worse How can you turn things around?
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3 CHAPTER ONE
Learning Objectives
After reading this chapter, you should be able to:
Describe what management is.
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Management is.
Good management is working through others to accomplish tasks that help fulfill organizational objectives as efficiently and effectively as possible. Management: getting work done through others Efficiency: getting work done with a minimum of effort, expense, or waste. Effectiveness: accomplishing tasks that help fulfill organizational objectives.
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Management is
Efficiency
Effectiveness
1
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Management Functions
Classical Management Functions Updated Management Functions
Making Things Happen Meeting the Competition Organizing People, Projects, and Processes
Leading
2
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They work with anyone who can help them accomplish their goals rather than only following the chain of command. They ask others to participate in making decisions and share information with others.
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Determine what you want to accomplish Plan how to achieve those goals Gather and manage the information needed to make good decisions Control performance
So that you can take corrective action if performance falls short.
2.1
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2.2
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Consideration of people issues (emphasis on leading) Consideration of work processes (emphasis on process)
For example:
Top management may restructure an organization and create different strategic business units
2.3
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13 CHAPTER ONE
Leading
Leading is:
Motivation Inspiration Communication Perspiration (sweat)
For example:
HR managers may put together an innovative compensation plan that motivates employees to work ever harder.
2.4
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Middle Managers
First-Line Managers Team Leaders
3
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More
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Top Managers are Responsible for Creating a context for change Developing attitudes of commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments
3.1
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3.2
First-Line Managers (office/department/shift managers) Managers who train non-managerial employees and supervise their performance
and who are directly responsible for producing the companys product or services.
Responsible for Managing the performance of entry-level employees Teaching entry-level employees how to do their jobs
Making schedules and operating plans based on middle managements intermediate-range plans
3.3
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Team Leaders (new product launch, cost saving program, new technology
development) Managers responsible for facilitating team activities toward goal accomplishment.
Responsible for
Facilitating team performance
(but the team as a Whole responsible for performance itself)
Managing external relationships ( e.g., those with other Teams) Facilitating internal team relationships
(e.g., resolving conflicts)
3.4
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20 CHAPTER ONE
Managerial Roles
Managers fulfill three major roles while performing their jobs:
Interpersonal roles
Informational roles Decisional roles
Managers talk to people, gather and give information, and make decisions. Three major roles can be sub-divided into 10 subroles (see next slide).
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Managerial Roles
Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Resource Allocator Negotiator Decisional Entrepreneur Disturbance Handler
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Managerial Roles
Interpersonal Roles
Management jobs are people intensive, with at least two thirds of time spent communicating with others. Managers perform three interpersonal sub-roles: Figurehead role: the interpersonal role managers play when they perform ceremonial duties like greeting company visitors, making opening remarks when new facility open.
Leader role: the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives
Liaison role: the interpersonal role managers play when they deal with people outside their units.
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Managerial Roles
Informational Roles
Managers spend most of their time gathering and sharing information through the following sub-roles: Monitor role: the informational role manager play when they scan their environment for information, actively contact others for information, and, because of their personal contacts, receive unsolicited information.
Disseminator role: the informational role managers play when they share information with other in their department.
Spokesman role: the informational role managers play when they share information with people outside their departments or companies.
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Managerial Roles
Decisional Roles
One purpose of communicating with people to gather and share information is to make decisions. There are four decisional sub-roles: Entrepreneur role: the decisional role managers play when they adapt themselves, their subordinates, and their units to incremental change. Disturbance handler role: the decisional role managers play when they respond to severe problems that demand immediate action. Resource allocate role: the decisional role managers play when they decide who will get what resources and how many resources they get. Negotiator role: the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises.
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Technical Skills
Human Skill
Conceptual Skill
Motivation to Manage
5
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26 CHAPTER ONE
For example: Knowing how to design an integrated circuit in a high-tech firm or Knowing how to use a variety of computer software applications in an office.
Human Skills: the ability to work well with others. Human skills are equally important for all level of management. Upper level management spends most time dealing directly with people. For example: A department manager uses human skills to gain support from top management for her department.
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Such as the local community, social and economic forces, customers, and the competition.
Conceptual skills increase in importance as managers rise through the management hierarchy. Motivation to Manage: an assessment of how enthusiastic employees are about managing the work of others. Managers at high levels typically have stronger motivation to manage than their subordinates. Managers with stronger motivation to manage are promoted faster, are rated as better managers by their employees and earn more than managers with a weak motivation to manage.
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4. Overly ambitions 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team
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Manage tasks
Job is not managing people
Learning to adapt Job is to be and control stress problem-solver and troubleshooter Job is people development
7
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