MGT 101

• According to Robbins and Coulter, a manager is someone who coordinates and oversees the work of other people so organizational goals can be accomplished.
• The universality of management – Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they’re located.
• The reality of work – Employees either manage or are managed.
• Rewards and challenges of being a manager - Management offers challenging, exciting, and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.
• Gaining insights into life at work – Understanding management concepts and how managers think will help you get better results at work and enhance your career.
• Four management functions are: Planning, organizing, leading, and controlling.
• Planning – Setting goals and deciding on the tasks and resources needed to attain them
• Organizing – Assigning tasks, grouping tasks into departments, and allocating resources to departments.
• Leading – Using influence to motivate employees to achieve organizational goals.
• Controlling – Monitoring employees’ activities, keeping the organization on track toward its goals, and making corrections as needed.
• The four management functions were crafted by Richard L. Daft.
• The roles managers play by Robert Mintzberg; Informational, Interpersonal, and Decisional.
• Management Levels

  1. Executive
  2. Middle management
  3. First-line management
• Skills required in successful management

  1. Technical skills
  2. Interpersonal skills
  3. Conceptual skills
• Management is needed in all types and sizes of organizations, at all

  organizational levels and in all organizational work areas, and in all

  organizations, no matter where they’re located. This is known as the universality of management.
• Managerial roles refers to specific actions or behaviors expected of and exhibited by a manager.
• Environment refers to the totality of all the elements and forces present in its immediate and remote surroundings which have a potential impact on the firm’s ability to achieve its objectives.
• The general environment talks about:

  1. Technological dimensions
  2. Economic dimensions
  3. Sociocultural/Demographical dimensions
  4. Natural dimension
  5. Legal/Political dimensions
  6. Global dimensions
• Task/Industry environment covers:

  1. Consumers
  2. Competitors
  3. Suppliers
  4. Labor Market
• 5 forces that influence the environment of firms

  1. Threat of new entrants
  2. Threat of new substitutes
  3. Bargaining power of buyers
  4. Bargaining power of suppliers
  5. Industry rivalry
• Organizational Culture refers to a system of shared meaning held by

  members that distinguish the organization from other organizations.
• Weak culture - limitedly shared

  Strong culture - widely shared
• The 7 Primary Characteristics that capture the essence of an organization’s culture are:

  • Innovation and risk-taking

  • Attention to detail

  • Outcome orientation

  • People orientation

  • Team orientation

  • Aggressiveness

  • Stability
• 5 elements of organizational culture

  1. Symbol
  2. Story
  3. Heroes
  4. Slogans
  5. Ceremonies
• Independent Action – strategies used by an organization to

  change some aspects in the environment.
• Cooperative Action – strategies used by two or more

  organizations to influence the environment.
• Domain selection – entrance by a company into another suitable market or industry.
• Frederick Taylor - Father of Scientific Management
• Frederick Taylor pioneered time and motion study and contributed to the differential pay rate system.
• Frank and Lilian Gilbreth studied eliminating unnecessary motion and ways of reducing fatigue.
• Henry L. Gantt developed Gantt chart (graphic aid to planning, scheduling and control)
• Bureaucratic Management emphasizes the need for organization to operate in a rational manner.
• Max Weber is a German sociologist who coined bureaucracy.
• Administrative management focuses on the principles that can

  be used by management to coordinate the internal activities of an organization.
• Henri Fayol – Father of Classical Management theory
• Chester Barnard bridged the gap between the classical theorist’s concerns about authority and behaviorist’s emphasis on worker’s needs
• Behavioral theories emphasize the importance of attempting

  to understand the various factors that affect human behavior in organizations.
• Hugo Munsterberg developed the three areas to increase industrial productivity.
• Mary Parker Follet - “Management is getting things done

  through other people”
• Organizational behavior – the study of the actions of people at work