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Global Management Studies
GMS 200
Jian Guan

George Nico Global Management (Notes) 9/13/12 CH 1: Introducing Management - Study Questions o What are the challenges of working in the new economy?  Diversity  Workforce diversity reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation, and able-bodiedness.  A diverse and multicultural workforce both challenges and offers opportunities to employers.  Careers  Career of 21 century won’t be uniformly full-time and limited to a single large employer  Skills must be portable and always of current value o What are organizations like in the new workplace?  Critical skills for success in the new workplace  Mastery  Contacts  Entrepreneurship  Love of technology  Marketing  Passion for renewal  Organization  A collection of people working together to achieve a common purpose  Organizations provide useful goods and/or services tat return value to society and satisfy customer needs  Organizations are open systems  Composed of interrelated parts that function together to achieve a common purpose  Interact with their environments  Transform resource inputs into product outputs  Environmental feedback tells organizations how well it is meeting the needs of customer and society.  Organizations performance  Value is created when an organization’s operations adds value to the original cost of resource inputs  When value creation occurs: o Businesses earn a profit o Nonprofit organizations add wealth to society  Productivity George Nico Global Management (Notes) o An overall measure of the quantity and quality of work performance with resource utilization taken into account  Performance effectiveness o An output measure of task or goal accomplishment  Performance efficiency o An input measure of the resource costs associated with goal accomplishment o Who are managers and what do they do?  Importance of human resources and managers  “Toxic workplaces” treat employees as costs  High performing organizations treat people as valuable strategic assets  Managers must ensure that people are treated as strategic assets  A manager is a person in an organization who supports and is responsible for the work for others  The people who managers help are the ones whose tasks represent the real work of the organization  Levels of management  Top managers – responsible for performance of an organization as a whole or for one of its larger parts  Middle managers – in charge of relatively large departments or divisions  Project managers – coordinate complex projects with task deadlines  Team leaders or supervisors – in charge of small work group of non-managerial works  Responsibilities of team leaders:  Plan meetings and work schedules  Clarify goals and tasks and gather ideas for improvement  Appraise performance and council team members  Recommend pay raises and new assignments  Recruit, develop, and train team members.  Encourage high performance and teamwork  Inform team members about organizations goals and expectations  Inform higher levels of work unit needs and accomplishments  Coordinate with others teams and support the rest of the organization  Types of managers George Nico Global Management (Notes)  Line managers are responsible for work activates that directly affect organization’s outputs  Staff managers use technical expertise to advise and support the efforts of line workers  Functional managers are responsible for a single area of activity  General managers are responsible for more complex units that include many functional areas  Administrators work in public and nonprofit organizations  Managerial performance and accountability  Accountability is the requirement of one person to answer to a higher authority for relevant performance results  Effective managers fulfill performance accountability by
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