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Introduction to Management and Organizations
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Management is to supervise and coordinate the activities of a group in order to design and maintain an environment in which individuals of a group can accomplish their pre selected objectives.
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ManagerSomeone who works with and through other
people by coordinating their work activities in order to accomplish organizational goals
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TopManagers
Middle Managers
First-Line Managers
Nonmanagerial Employees
TopManagers
Middle Managers
First-Line Managers
Nonmanagerial Employees
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First-line ManagersAre at the lowest level of management and manage the work of non managerial employees
Middle ManagersManage the work of first-line managers
Top ManagersAre responsible for making organization-wide decisions and establishing plans and goals
that affect the entire organization
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GoalAttainment
Effectiveness
ResourceUsage
Management Strives for:Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
Efficiency
Low Waste High Attainment
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An Organization DefinedA deliberate arrangement of people to accomplish some specific purpose
Common Characteristics of OrganizationsHave a distinct purpose (goal)Are composed of peopleHave a deliberate structure
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DeliberateStructure
DistinctPurpose
People
DeliberateStructure
DistinctPurpose
People
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Functional ApproachPlanning
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities
OrganizingArranging work to accomplish organizational goals
LeadingWorking with and through people to accomplish goals
ControllingMonitoring, comparing, and correcting the work
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Planning
Defining goals,establishingstrategy, anddevelopingsubplans tocoordinateactivities
Lead toOrganizing
Determiningwhat needsto be done,how it willbe done, andwho is to do it
Leading
Directing andmotivating allinvolved partiesand resolvingconflicts
Controlling
Monitoringactivitiesto ensurethat they areaccomplishedas planned
Achieving theorganization’s
statedpurpose
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Skills ApproachTechnical skills
Knowledge and proficiency in a specific fieldHuman skills
The ability to work well with other peopleConceptual skills
The ability to think and conceptualize about abstract and complex situations concerning the organization
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TopManagers
MiddleManagers
Lower-levelManagers
Importance
ConceptualSkills
HumanSkills
TechnicalSkills
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Mintzberg’s Management Roles Approach Interpersonal roles
Figurehead, leader, liaisonInformational roles
Monitor, disseminator, spokespersonDecisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator
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Figurehead
Leader
Liaison
Figurehead
Leader
Liaison
Quality to mix with people
Managers motivate and encourageworkers to accomplish objectives
Managers deal with people outsidetheir units
Quality to mix with people
Managers motivate and encourageworkers to accomplish objectives
Managers deal with people outsidetheir units
4.14.1
Interpersonal Roles
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4.24.2
Monitor
Disseminator
Spokesperson
Monitor
Disseminator
Spokesperson
Managers scan their environmentfor information
Managers share information with others in their company
Managers share informationwith others outside their departments or companies
Managers scan their environmentfor information
Managers share information with others in their company
Managers share informationwith others outside their departments or companies
Informational Roles
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Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
4.34.3
Managers adapt to incremental change
Managers respond to problems thatdemand immediate action
Managers decide who gets what resources
Responsible for representing the Organization at major negotiations.
Managers adapt to incremental change
Managers respond to problems thatdemand immediate action
Managers decide who gets what resources
Responsible for representing the Organization at major negotiations.
Decisional Roles
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Pursuit of opportunitiesInnovation in products, services, or business
methodsDesire for continual growth of the organization
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