PO&E

• Management


  Getting work done through others
• Efficiency


  Getting work done with a minimum of effort, expense, or waste
• Effectiveness


  Accomplishing tasks that help fulfill organizational objectives
• Planning


  Determining organizational goals and a means for achieving them
• Organizing


  Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom
• Leading


  Inspiring and motivating workers to work hard to achieve organizational goals
• Controlling


  Monitoring progress toward goal achievement and taking corrective action when needed
• Managers


  • Top managers
  • Middle managers
  • First-line managers
  • Team leaders
• Figurehead role


  The interpersonal role managers play when they perform ceremonial duties
• Leader role


  The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives
• Liaison role


  The interpersonal role managers play when they deal with people outside their units
• Monitor role


  The informational role managers play when they scan their environment for information
• Disseminator role


  The informational role managers play when they share information with others in their departments or companies
• Spokesperson role


  The informational role managers play when they share information with people outside their departments or companies
• Entrepreneur role


  The decisional role managers play when they adapt themselves, their subordinates, and their units to change
• Disturbance handler role


  The decisional role managers play when they respond to severe pressures and problems that demand immediate action
• Resource allocator role


  The decisional role managers play when they decide who gets what resources and in what amounts
• Negotiator role


  The decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises
• Technical skills


  The specialized procedures, techniques, and knowledge required to get the job done
• Human skills


  The ability to work well with others
• Conceptual skills


  The ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment
• Motivation to manage


  An assessment of how enthusiastic employees are about managing the work of others
• Five of the most important mistakes made by managers are being abrasive and intimidating; being cold, aloof, or arrogant; betraying trust; being overly ambitious; and being unable to delegate, build a team, and staff effectively
• Stages in the transition to management

  1. Managers' initial expectations: Be the boss

  2. After six months as a manager: Initial expectations were wrong, No longer a doer, Formal authority, Fast pace, Heavy workload

  3. After a year as a manager: Job is not managing people, Job is people development, Communication, listening, and positive reinforcement, Learning to adapt to and control stress, Job is to be problem solver and troubleshooter for subordinates
• Well-managed companies are able to create competitive advantage through people
• Managers


  People who get things done through others
• Transition to management


  1. Initial expectations were wrong

  2. No longer a doer

  3. Formal authority

  4. Fast pace

  5. Manage tasks

  6. Heavy workload

  7. Job is not managing people

  8. Job is people development

  9. Communication, listening, and positive reinforcement

  10. Learning to adapt to and control stress

  11. Job is to be problem solver and troubleshooter for subordinates
• Well-managed companies are competitive because their workforces are smarter, better trained, more motivated, and more committed
• Companies that practice good management consistently have greater sales revenues, profits, and stock market performance than companies that don't
• Good management leads to satisfied employees who, in turn, provide better service to customers
• Employees tend to treat customers the same way that their managers treat them, so good management can improve customer satisfaction
• Organizational environments


  The events and trends inside an organization that affect management, employees, and organizational culture
• Organizational culture


  The values, beliefs, and attitudes shared by organizational members
• Organizational stories


  Stories told by organizational members to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions
• Organizational heroes


  People celebrated for their qualities and achievements within an organization
• Organizational ceremonies


  Gatherings in which symbolic acts commemorate or celebrate notable achievements or changes
• Company mission


  A company's purpose or reason for existing
• Consistent organizational culture


  A company culture in which the company actively defines and teaches organizational values, beliefs, and attitudes
• Behavioral addition


  The process of having managers and employees perform new behaviors that are central to and symbolic of the new organizational culture that a company wants to create
• Behavioral substitution


  The process of having managers and employees perform new behaviors central to the new organizational culture in place of behaviors that were central to the old organizational culture