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Cards (38)

  • Why Study Management
    • All of us have a vested interest in improving the way organizations are managed
    • Organizations that are well managed find ways to prosper even in challenging economic times
    • After graduation most students become managers or are managed
  • Managers
    Responsible for the processes of getting activities completed efficiently with and through other people and setting and achieving the firm's goals through the execution of four basic management functions: planning, organizing, leading, and controlling
  • Organization
    A deliberate arrangement of people brought together to accomplish a specific purpose
  • Common Characteristics of Organization
    • Distinct purpose
    • People working together
    • A deliberate systematic structure
  • Types of Organization
    • Flat Organization
    • Functional Organization (Bureaucratic structure)
    • Divisional Organization
    • Matrix Organization
  • Flat Organization
    • Also known as horizontal organization or flat hierarchy
    • Has an organizational structure with few or no levels of middle management between staff and executives
    • All have an equal fitting
  • Functional Organization (Bureaucratic structure)

    • It is a type of organizational structure that uses the principle of specialization based on function or role
    • It allows decisions to be decentralized since issues are delegated to specialized persons or units, leaving them the responsibility of implementing, evaluating, or controlling the given procedures or goals
    • Department assigned based on people's specific function/specialization
    • Under the supervision of executive leadership
  • Divisional Organization
    • Structures its activities around market, product, or specific group of consumers
    • Each division enjoys some degree of autonomy, complete with functional units such as operations, personnel, marketing and research and development departments designed to focus on particular markets and product lines
    • This organizational structure is suitable for businesses that operate chain stores and subsidiaries within the country and internationally
  • Matrix Organization
    • There is more than one line of reporting managers
    • The matrix organization structure is complex but helps in achieving the ultimate goal i.e. reaching higher productivity
    • It has various benefits
    • This type of structure is used in organizations which have diverse product lines and services
  • How to Choose from Different Types of Organization
    • Size
    • Life Cycle
    • Business Environment
  • Types of Managers
    • Top Managers
    • Functional Managers
    • Supervisory or Team Managers
    • Line Manager
    • Staff Manager
    • Project Manager
    • General Manager
  • Top Managers
    • Responsible for developing organization strategy — stewards for its vision and mission
  • Functional Managers
    • Responsible for efficiency and effectiveness of the specific area
  • Supervisory or Team Managers
    • Responsible for coordinating a subgroup of a particular function or a team, compost of a member from different parts of the organization
  • Line Manager
    • They lead a function that contributes directly to the product or service the organization creates
  • Staff Manager
    • Leading function that creates indirect inputs
  • Project Manager
    • Often found when there is a project
  • General Manager
    • Responsible for managing a clearly identifiable revenue producing unit such as a store — more on the output
  • Management Levels
    • Top Managers
    • Middle Managers
    • First-line Managers
    • Nonmanagerial Employees
  • Top Managers
    • In charge of decision-making
  • Middle Managers
    • Acting behalf of the top managers — cascading information from top managers to first-line managers
  • First-line Managers
    • Front liners — the one executing plans
  • Empowerment
    The process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways
  • The Changing Roles of Management and Managers
    • TRADITIONAL: Top managers ensure the organization's competitiveness and lower level managers and employees job security
    • TRADITIONAL: Lower-level managers and employees implement top management's strategy with loyalty and obedience
    • CONTEMPORARY: Empowered lower-level managers and employees are responsible for the organization's competitiveness and their own development
    • CONTEMPORARY: Top management support personnel development and ensure employability
  • Ten Managerial Roles
    • Interpersonal
    • Informational
    • Decisional
  • What Skills Do Managers Need?

    • Conceptual Skills
    • Interpersonal Skills
    • Technical Skills
    • Political Skills
  • Nonmanagerial Employees
    People who work directly on a job or task and have no responsibility for overseeing the work of others
  • Managers
    Individuals in organizations who direct the activities of others
  • Management
    A process of getting things done effectively and effectively, with and through people
  • Efficiency
    Resource Usagelow waste
  • Effectiveness
    Goal Attainmenthigh attainment
  • Four Management Functions
    • Planning
    • Organizing
    • Leading
    • Controlling
  • Planning
    Defining the organizational purpose and ways to achieve it
  • Organizing
    Arranging and structuring work to accomplish organizational goals
  • Leading
    Directing the work activities of others
  • Controlling
    Monitoring, comparing, and correcting work performance
  • Manager's Job
    • Level in the Organization: Top level managers do more planning than supervisors
    • Profit vs. Nonprofit: Management performance is measured on different objectives
  • What Factors Are Reshaping and Redefining Management?

    • Changing workplaces
    • Ethical and trust issues
    • Global economic uncertainties
    • Changing technologies