Exam 1 Study Guide
MGMT 301: Day 1
Why study management?
1. You are going to be a manager
2. Makes or breaks situations
3. Important to the people that it effects
Behavior vs Attitude
* Managers without training make assumptions based on attitude * Directly observe: ONLY BEHAVIOR
* Must infer: attitude, morale, interest, motivation, drive, stress, self-esteem, happiness, job satisfaction. * Replace guess work:
* Academic rigor
* Scientific investigation
* Critical inquiry
1. Define management
2. Compare historical and contemporary perspectives of management 3. Define Functions of Management and Mintzberg’s Managerial Roles 4. Identify managerial positions as they relate to organizational hierarchy (preview) A Definition
* MANAGEMENT IS THE PROCESS OF WORKING WITH PEOPLE TO ACHIEVE ORGANIZTIONAL GOALS. Good managers are both effective and efficient:
To be EFFECTIVE is to actually achieve organizational goals
To be EFFIVIENT is to achieve those goals with optimum utilization of resources. Historical Perspective
* Bureaucracy is the key to efficiency
* Communication and technology used to control people (command and control) * Management by command
* Flexible and involved people are the key to success – agile * Collaboration and teams
* Outward looking
* Consultation oriented – management by learning
The Contemporary Manager
* Acts as an internal consultant
* Engages in continuous learning
* Delegates and expects results
1. Planning- process of determining the organizations desired future goal and position and deciding how to get there. 2. Organizing – the process of designing jobs, grouping jobs into manageable, units and establishing patterns of authority among jobs and groups of jobs. 3. Leading – process of motivating members of the organization to work together toward the attainment of organization goals. 4. Controlling – Controlling is the process of monitoring and correcting the actions of the organization and its people to keep them headed toward their goals. Mintzber’s “Managerial Roles” – BEHAVIORAL EXPECTATIONS 1. Interpersonal – manager interacts with others
1. Figurehead – symbolic externally visible
2. Leader – creates a vision – internally visible
3. Liaison - builds networks, boundary transactions
2. Informational – exchange of info and process
1. Monitor – scans the environment for information. Internal and external 2. Disseminator – telling people what you saw. Internal communication 3. Spokesperson – job in itself. External communication and transmittion. 3. Decisional – use info to solve
1. Entrepreneur - initiates and encourages creativity
2. Disturbance Handler – unplanned situations
3. Resource Allocator – plans for things ahead
4. Negotiator – find priorities
* Management is getting work done through others
* Efficiency is getting work done with a minimum effort, expense, or waste * Effectiveness is accomplishing tasks that help fulfill organizational objectives.
According to Henri Fayol managers need to perform five managerial functions: planning, organizing, coordinating, commanding, and control. Today we refer to four managerial functions, planning, organizing, leading, and controlling. 1.
Planning – determining organizational goals and a means for achieving them. 2.
Organizing – deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom. 3.
Leading – inspiring and motivating workers to work hard to achieve organizational goals. 4.
Controlling - monitoring progress toward goal achievement and taking corrective action when needed.
Meta-analysis is a study of studies, a statistical approach that provides one of...
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