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Defination Review.docx

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Department
Administration
Course
ADM1300
Professor
All Professors
Semester
Fall

Description
ManagementManagement is the process of achieving organizational goals through people and other resourcesTop ManagementIncluding such positions as CEO chief financial officer CFO and executive vicepresident Develop longrange strategic plans for the organization Inspire executives and employees to achieve their vision for the companys future Middle managementIncluding general managers plant managers division managers and branch managers Focus on specific operations products or customer groups within an organization Responsible for developing detailed plans and procedures to implement the firms strategic plans Supervisory management Including supervisors section chiefs and team leaders firstline managementImplement the plans developed by middle managers They assign specific jobs to nonmanagerial employees Motivate workers to accomplish daily weekly and monthly goals 3 basic types of skillsTechnical skills human skills and conceptual skillsTechnical skills Supervisory managersManagers ability to understand and use the techniques knowledge tools and equipment of a specific department or area of study Human skillsMiddle managersInterpersonal skills that enable a manager to work effectively with and through people Conceptual skillsTop managersAbility to see the organization as a unified whole and to understand how each part of the overall organization interacts with other parts Four basic functionsPlanning organizing directing and controllingPlanningThe process of looking forward to future events and conditions and deciding on the courses of action for achieving organizational goalsDefining goals establishing strategy and developing subplans to coordinate activitiesOrganizing The process of blending human and material resources through a formal structure of tasks and authority arranging work dividing tasks among employees and coordinating them to ensure plans are carried out and goals are met Determining what needs to be done how it will be done and who is to do itDirecting Guiding and motivating employees to accomplish organizational goals Directing and motivating all involved parties and resolving conflictsControlling The function of assessing an organizations performance against its goals Monitoring activities to ensure that they are accomplished as plannedVisionThe ability to perceive marketplace needs and what an organization must do to satisfy themType of PlanningStrategic tactical operational and contingency planningStrategic PlanningTop Management DF the process of deciding on the primary objectives of an organization and taking action and setting aside resources to achieve those objectives Organizational objectives fundamental strategies and longterm plansTactical PlanningMiddle management DF guide the current and shortterm activities required to carry out the overall strategies Quarterly and semiannual plans departmental policies and proceduresOperational PlanningSupervisory management DF sets the detailed standards that help to carry out tactical plans Daily and weekly plans rules and procedures for each department assign work to employeesContingency PlanningPrimarily top management but all levels contribute DF Help firms to resume operations as quickly smoothly as possible after a crisis Ongoing plans for actions and communications in an emergencySuccessful strategic Defining a mission Assessing the organizations competitive position planners Six stepsSetting organizational objectives Creating strategies for competitive differentiation Implementing the strategy and Assessing the results and refining the planSWOT analysisInternal analysis Strengths Weaknesses external analysisOpportunities Threats By assessing this a firm can then develop the best strategies for gaining a competitive advantageObjectivesManagers use to plan for the organizations hopedfor performance These objectives can relate to newproduct development sales customer service growth responsibility and employee satisfactionDecisionmakingThe process of seeing a problem or opportunity assessing possible solutions selecting and carrying out the bestsuited plan and assessing the resultsProgrammed decisionA programmed decision involves simple common and frequentlyoccurring problems that already have solutionsNonprogrammed A nonprogrammed decision involves a complex and unique problem decisionsor opportunity with important results for the organization
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