MGT 248 Study Guide - Midterm Guide: Nominal Group Technique, Departmentalization, Job Satisfaction
21 May 2018
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Chapter 1
What Managers Do?
• 4 Functions Approach
o Planning
▪ Includes defining goals, establishing strategy, and developing plans to
coordinate activities
o Organizing
▪ Includes determining what tasks are to be done, who is to do them, how
the tasks are to be grouped, who reports to whom, and who will make
decisions
o Leading
▪ Includes motivating employees, directing the activities of other, selecting
the most effective communication channels, and resolving conflicts
o Controlling
▪ Includes monitoring performance, comparing it with goals, are correcting
any significant deviations
• Management Roles Approach
o Interpersonal Roles
▪ Involving people and other duties that are ceremonial and symbolic in
nature
• Figurehead
• Leader
• Liaison
o Informational Roles
▪ Involving collecting, receiving, and disseminating information
• Spokesperson
• Disseminator
• Monitor
o Decisional Roles
▪ Entailing making decision or choices
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator
• Skills and Competencies
o Conceptual Skills
▪ Analyzing and diagnosing complex situation to see how things fit together
and to facilitate making good decisions
o Interpersonal Skills
▪ Working well with other people both individually and in groups by
communicating, motivating, mentoring, delegating, etc.
o Technical Skills
▪ Job-specific knowledge, expertise, and techniques needed to perform work
tasks
o Political Skills
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▪ Building a power base and establishing the right connections to get needed
resources for their groups
1. Tell who manager are and where they work.
a. Managers are individuals who work in an organization directing and overseeing
the activities of other people
i. Classifies:
1. Top
2. Middles
3. First-line
4. Team-leader
2. Define Management.
a. Management
i. The process of getting things done, effectively and efficiently, with and
through other people
b. Efficiency
i. Doing a task correctly
ii. Getting the most output from the least amount of inputs
c. Effectiveness
i. Doing the right things
ii. Doing tasks that help the organization reach its goals
3. Describe what managers do.
a. 4 Functions Approach
i. Planning
ii. Organizing
iii. Leading
iv. Controlling
b. Roles Approach
i. Interpersonal Roles
ii. Informational Roles
iii. Decisional Roles
c. Skills/Competencies
i. Conceptual
ii. Interpersonal
iii. Technical Political
4. Explain why its important to study management.
a. Gain insights on how the organization run and the way your boss and fellow
employee behave
5. Describe the factors that are reshaping and redefining management.
a. Four areas of critical importance to managers:
i. Delivering high-quality customer service
ii. Encouraging innovative efforts
iii. Using social media efficiently and effectively
iv. Recognizing how sustainability contributes to an organization’s
effectiveness
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Chapter 2
What is Organizational Culture?
• Culture is perceived
o Employees perceive it on the basis of what they experience within the
organization
• Culture is descriptive
o How members perceive or describe the culture, not with whether they like it
• Culture is shared
o Individuals may have different backgrounds or work at different organizational
level, they tend to describe the organization’s culture in similar terms
• Dimensions of Organizational Culture
o Attention to detail
▪ Degree to which employees are expected to exhibit precision analysis, and
attention to detail
o Outcome Orientation
▪ Degree to which manager focus on results or outcomes rather than on how
these outcomes are achieved
o People Orientation
▪ Degree to which management decisions take into account the effects on
people in the organization
o Team Orientation
▪ Degree to which work is organized around teams rather than individuals
o Aggressiveness
▪ Degree to which employees are aggressive and competitive rather than
cooperative
o Stability
▪ Degree to which organizational decisions and actions emphasize
maintaining the status quo
o Innovation and Risk-taking
▪ Degree to which employee are encourages to be innovative and to take
risks
• Managerial Decisions Affected by Culture
Culture/ Planning
• The degree of risk that plans should
contain
• Whether plans should be developed by
individuals or teams
• Degree of environmental scanning in
which management will engage
Culture/ Leading
• The degree to which managers are
concerned with increasing employee
job satisfaction
• What leadership styles are appropriate
• Whether a;; disagreements—even
constructive one—should be eliminated
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