CHAP1

• Management Process


  Planning, Organizing, Leading, Controlling
• Managers


  • Directly support, activate and are responsible for the work of others
  • Help ensure people are treated as strategic assets
• Levels of management


  • Board of directors
  • Top managers
  • Middle managers
  • Team leaders
• Accountability


  Requirement of one person to answer to a higher authority for relevant performance results
• Corporate Governance


  Board of directors hold top management responsible for organizational performance
• Quality of work life (QWL)


  Indicator of the overall quality of human experiences in the workplace
• Each individual is a value-added worker, a manager's job is to support workers' efforts, the best managers are known for helping and supporting
• Management process


  1. Planning

  2. Organizing

  3. Leading

  4. Controlling
• Planning


  Process of setting objectives and determining what actions should be taken to accomplish them
• Organizing


  Process of assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans
• Leading


  Process of arousing people's enthusiasm to work hard and direct their efforts to fulfill plans and accomplish objectives
• Controlling


  Process of measuring work performance, comparing results to objectives, and taking corrective action as needed
• Characteristics of managerial work

  • Long hours
  • Intense pace
  • Fragmented and varied tasks
  • Many communication media
  • Work largely through interpersonal relationships
• Agenda setting


  Develops action priorities for accomplishing goals and plans
• Networking


  Process of creating positive relationships with people who can help advance agendas
• Learning


  The change in a behavior that results from experience
• Lifelong learning


  The process of continuously learning from daily experiences and opportunities
• McDonald's: Grilling up an Empire
• Talent

  • Ultimate doundation of organizational performance
  • Knowledge is a critical asset and adds to intellectual capital
  • COMMITMENT X COMPETENCY = INTELLECTUAL CAPACITY
• Tech IQ

  -Ability to use tech to stay informed (Telecommuting, Online resource)
• Globalization

  • Worldwide interdependence of resource, competition that characterize economy.
• Ethics

  • Code of moral principles that set standards of conduct of what is good and right.
• Ethical Expectations

  • Integrity
  • Natural environment protection
  • Human Rights
  • Consumer protection
• Diversity Bias

  • Prejudice
  • Discrimination
  • Glass ceiling effect
• Shamrock Organization

  Organization consist of 3 types of workers. (Permanent full time, temporary part-time, and freelance)
• Organization

  Collection of people working together to satisfy customer needs or return value to society
• Organizations as OPEN systems interact with their environment

  -Environment supplies

  -Organization creates

  -Environment consumes

  *Feedback is sent back to supplier
• Organizational performance

  -Value creation (adds value to the original cost of resource inputs)
• Organizational Performance

  1. Productivity - overall measure of quantity and quality of work
  2. Performance effectiveness - Output measure of task or goal accomplishment
  3. Performance Efficiency - Input measure of resource costs with goal
• Goal attainment and Resource Utilization

  
• Importance of human resource:

  • People are not 'costs to be controlled'
  • Treat people as 'valuable strategic assets' (Managers manage this)
• MANAGEMENT LEVELS

  
• Types of Managers:

  1. Line Managers - Organization outputs (production)

  2. Staff Managers - Advise and support effort of line worker

  3. Functional Manager - Responsible for single area

  4. General Managers - Responsible for more complex units that include functional areas

  5. Administrators - work in public and non profit organizations.
• Corporate Governance tackles on Financial Performance with ethics and sustainability
• Organization is an upside-down pyramid with the most senior managers at the bottom and the lowest-paid workers at the top.
• BOTTOM TO TOP (Managers support -> Team Leaders support -> Operating workers serve -> Clients)
• MINTZBERG'S 10 MANAGERIAL ROLE

  1. Interpersonal (how manager interact with people, e.g. leader, figure)
  2. Informational Roles (How manager exchange and process info, e.g. spokesperson, monitor)
  3. Decisional Roles (decision making, e.g. negotiatior, entrepreneur)
• Human skills - the ability to work well in cooperation with others
• Conceptual skills - the ability to think analytically and achieve integrative problem solving
• Learning model for managerial skills and competencies

  Experience and Self - Assessment, Analysis and Application, Inquiry and Reflection