Chapter 8.docx

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Department
Management Information Systems
Course
MGIS 317
Professor
Ronald Schlenker
Semester
Winter

Description
Chapter 8: management and leadership The functions of management – what managers are responsible for Setting objectives and planning All good managers think ahead. Senior managers will establish overall strategic objectives which will turn into tactical objectives. Planning these objectives and the others the business has will have an important effect on the business Organizing resources to meet the objectives Staff need to be recruited carefully and encouraged to take some authority. Each department will perform a certain part of the task Directing and motivating staff Guiding, leading and overseeing of employees to ensure that organizational goals are being made Coordinating activities As the average size of the business units increases, do does the need to ensure consistency and coordination between different parts of each firm increases Controlling and measuring performance against targets It is management´s responsibility to appraise performance against targets and to take action if under-performance occurs. Management roles Henry Mintzberg (“the nature of managerial work”, 1973) identified 10 roles common to the work of all managers: (3 categories) Interpersonal roles: dealing with and motivating staff at all levels of the organization Informational roles: acting as a source, the receiver and transmitter of information Decisional roles: taking decisions and allocating resources to meet the organization’s objectives. Role title Description of role activities Examples of management action to perform the role 1. Interpersonal roles Figurehead Symbolic leader of the Opening new organization undertaking factories/offices, hosting duties of a social or legal receptions, giving important nature presentation Leader Motivating subordinates, Any management tasks selecting and training other involving subordinate staff managers/staff liaison Linking with managers and Leading and participating in leaders of other divisions of meetings, business the business and other correspondence with other organizations organizations 2. Informational roles Monitor (receiver) Collecting data relevant to Attending seminars, business the business´s operations conferences, research groups reading research reports Disseminator Sending information Communicating with staff collected from external and within the organization using internal sources to the appropriate means relevant people within the organization spokesperson Communicating information Presenting reports to groups about the organization – its of stake holders (annual current position and general meeting) and achievements – to external communicating with the groups and people press and TV media 3. Decisional roles Entrepreneur Looking for new Encouraging new ideas from opportunities to develop the within the business and business holding meetings aimed at putting new ideas into effect Disturbance handler Responding to changing Taking decisions on how the situations that may put the business should respond to business at risk, assuming threats, such a new responsibility when competitors or changes in threatening factors develop the economic environment Resource allocator Deciding in the spending of Drawing up and approving the organization´s financial estimates and budgets, resources and the allocation deciding on staffing levels for of its physical and human departments and within resources departments Negotiator Representing the Conducting negotiations and organization in all important building up official links negotiations (government, between the business and etc.) other organizations. Leadership – the importance of it and qualities needed It involves setting up clear direction and vision for an organization. Employees will want to follow a good leader and will respond positively to them. A poor leader will often fail to win over staff and will have problems communicating with and organizing workers effectively. The art of motivating a group of people towards achieving a common objective. A number of personal characteristics have been identified as being common among effective leaders: - Desire to succeed and natural self-confidence that they will succeed. - Ability to think beyond the obvious – to be creative – and to encourage others to do the same - Multi-talented so that they can understand discussions about a wide range of issues affecting their business - Incisive mind that enables the heart of an issue to be identified rather than unnecessary details. Important leadership positions in business Directors They are elected into office by shareholders in a limited company. They are usually head of a major functional department, such as marketing. They will be responsible for delegating within their department, assisting in the recruitment of senior staff in the department and meeting objectives set by board of directors Managers Any individual responsible for people, resources or decision making, or often all three, can be termed a manager. They will have some authority over other staff below them in the hierarchy. Survivors These are appointed by management to watch over the work of other. This is usually not a decision- making role, but they will have responsibility for leading a team of people in working towards pre-set goals. Workers´ representatives These are elected by the workers, either as trade union officials or as representatives on works councils, in order to discuss areas of common concern with managers Leadership styles style Main features drawbacks Possible applications Autocratic 1.leader takes all 1.demotivates staff 1.defence forces and decisions w
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