Survey of Management Final Review

Chapter 1
Responsibilities of Top Managers
Create context for change
Develop commitment and ownership in employees
Create positive organizational culture through language and action
Monitor business environment
Responsibilities of Middle Managers
Plan and allocate resources to meet objectives
Coordinate and link groups, departments, and divisions
Monitor and manage performance of subunits and managers who report to them
Implement changes or strategies generated by top managers
Responsibilities of First-Line Managers
Manage performance of entry-level employees
Encourage, monitor, and reward performance of workers
Teach entry-level employees how to do jobs
Make detailed work schedules and operating plans
Responsibilities of Team Leaders
Facilitate team performance
Manage external relations
Facilitate internal team relationships
Managerial Roles – Organizational Psychologist (“Manager’s Job”)
Interpersonal
Figurehead – Ceremonial duties (Greet visitors or speak at events)
Leader – Motivate and encourage workers to accomplish organizational objectives
Liaison – Deal with people outside their units
Informational
Monitor – Scan environment for information, actively contact others for information and receive unsolicited information
Disseminator – Share information they collect with subordinates and others in company
Spokesperson – Share information with outside departments and company
Decisional
Entrepreneur – Adapt themselves, subordinates and units to change
Disturbance Handler – Respond to pressure and problems so severe they demands immediate attention and action
Resource Allocator – Decide who will get what resources and how much
Negotiator – Negotiate schedule, project, goals, outcomes, resources, and employee raises
Skills Companies Look for in Mangers (Rank = Highest – Lowest Importance)
Technical Skills
Team Leader, First-Line, Middle, Top
Human Skills
All equally important
Conceptual Skills
Top, Middle, Tied between