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Chapter 1

MGMT 1000 Chapter Notes - Chapter 1: Civil Service, Non-Governmental Organization


Department
Management
Course Code
MGMT 1000
Professor
David Stuewe
Chapter
1

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Who$Are$Managers$&$Why$Are$They$Important?
Explain(why(managers(are(important(to(an(organization.
1.
Tell(who(managers(are(and(where(they(work.
2.
Describe(the(characteristics(of(an(organization.
3.
Describe(the(factors(that(are(reshaping(and(redefining(the(manager's(job.
4.
Explain(the(value(of(studying(management.
5.
Managers:((Those$who$coordinate$and$oversee$the$work$of$others$so$
organizational$goals$can$be$accomplished
Types$of$Managers
1st-line(managers:(Lowest$level$of$the$organization$who$manage$the$work$of$
non-managerial$employees$who$are$directly$or$indirectly$involved$with$the$
production$ or$creation$of$the$ organizational$products.
Manage$the$work$of$1st liners
o
Top(managers:(Managers$who$are$at$or$near$the$top$of$an$organization$and$
are$responsible$for$making$organization-wide$decisions$ &$establishing$the$plans$
and$goals$that$affect$the$entire$organization
What%Is%Management%and%What%Do%Managers%
Do?
Management:(Coordinating$work$activities$with$&$through$other$people$so$
the$activities$are$completed$efficiently$and$effectively$(Roles,$functions$skills)
Efficiency:(getting$the$most$output$ from$the$least$amount$of$inputs
“doing$things$right
o
Effectiveness:(completing$activities$so$that$organizational$goals$are$achieved
“doing$the$right$things
o
Management$Functions
Planning:(defining$goals,$establishing$strategy,$developing$sub$plans$to$
coordinate$activities
Organizing:(determining$what$needs$to$be$done,$how$it$will$be$done$and$who$
is$to$do$it
Leading:(directing$and$motivating$all$involved$parties$and$resolving$conflict
Controlling:(monitoring$activities$to$ensure$that$they$are$to$be$accomplished$
as$planned
All%of%these%lead%to%achieving%the%organization’s%purpose
Management$Roles
specific$categories$of$managerial$behavior
-
interpersonal(roles:(involve$working$with$people$or$performing$duties$that$are$
ceremonial$and$symbolic$in$nature
(figurehead,$leader,$liaison)
o
informational(roles:(involve$receiving,$collecting$and$disseminating$
information
(monitor,$disseminator,$spokesperson)
o
decisional(roles:(involve$making$significant$choices$that$affect$the$organization
(entrepreneur,$disturbance$handler,$resource$allocator,$negotiator)
o
Management$Skills
Technical(skills:(knowledge$of$and$expertise$in$a$specialized$field
(lower-lever$managers)
o
Human(skills:(ability$to$work$well$with$other$people$both$individually$and$in$a$
group
(all$managerial$levels)
o
Conceptual(skills:(the$mental$ability$to$analyze$and$generate$ideas$about$
abstract$and$complex$situations
(top$managers)
o
What%Is%an%Organization?
An$organization$is$a$deliberate$arrangement$of$people$who$ act$together$to$
accomplish$some$specific$purpose
-
Distinct'purpose: this$ purpose$ is$typically$expressed$in$terms$of$a$goal$or$set$of$
goals$that$the$organization$hopes$to$accomplish
Composed' of'people: one$person$working$alone$is$not$an$organization,$and$it$
takes$people$ to$perform$the$work$ that$is$necessary$for$the$organization$to$
achieve$its$goals
Deliberate'structure: whether$ that$structure$ is$open$ and$flexible$or$traditional$
and$clearly$defined,$the$structure$defines$members’$work$relationships
The%Size%of%Organizations
Types$of$Organizations
Private(sector:(The$part$of$the$economy$run$by$organizations$that$are$free$
from$direct$government$intervention
Operate$to$make$profit
o
Public(sector:(The$part$of$the$economy$that$is$controlled$by$the$government
Not-for-profit(sector:(Part$of$the$ economy$run$by$organizations$that$operate$
for$purposes$ other$than$making$profit
Providing$charity$or$services
o
Non-governmental(organization:(An$organization$that$is$independent$ from$
the$governments$control$and$whose$primary$focus$is$on$humanitarian,$
developmental,$and$environmentally$sustainability$activities
Privately(held(organization:(A$company$whose$shares$are$NOT$available$on$
the$stock$ exchange$but$ are$privately$held.
Publically(held(organization:(A$company$whose$shares$are$available$on$the$
stock$ exchange$for$public$trading
Civil(servant:(A$person$who$works$in$a$local,$provincial$or$federal$government$
department
Crown(operation:(A$commercial$company$owned$by$the$government$but$
independently$ managed
How%Is%the%Managers%Job%Changing?
Importance$ of$Customers to$the$Manager’s$ Job
Focusing$on$ the$customer$has$long$thought$ to$be$the$responsibility$of$
marketing$types
-
However,$it’s$being$discovered$that$employee’s$attitudes$and$behaviors$play$a$
big$role$in$customer$satisfaction
-
Managers$are$recognizing$that$delivering$consistent,$ high-quality$customer$
service$is$essential$for$survival$and$success$in$today’s$competitive$environment$
and$that$employees$are$an$important$part$of$that$equation
-
Importance$ of$Social$Media to$The$Manager’s$ Job
Social(media:(Forms$of$electronic$communication$through$ which$users$ create$
online$communities$to$share$ideas,$information,$personal$messages$&$other$
content
Companies$not$only$using$social$media$to$connect$with$customers$but$to$
manage$their$human$resources$and$tap$into$innovation$and$talent
o
Importance$ of$Innovation to$The$Manager’s$ Job
Innovating$means$doing$things$differently,$exploring$&$taking$risks
-
Thinking$outside$of$the$box
-
Keeps$a$company$moving$forward$and$can$build$stronger$teams
-
Importance$ of$Adaptability to$A$Manager’s$ Job
Being$adaptive$means$being$proactive
-
An$adaptable$organization$creates$a$set$of$skills,$process,$&$a$culture$that$
enables$it$to$continuously$ look$for$new$problems$&$offer$solutions$ before$
clients$even$realize$they$have$a$need
-
Importance$ of$Sustainability to$A$Manager’s$ Job
“meeting$the$needs$of$people$today$without$ compromising$the$ability$of$future$
generations$to$meet$their$own$goals$needs
-
Sustainability((from$a$business$standpoint):$ a$company’s$ability$to$achieve$its$
business$ goals$&$increase$long-term$shareholder$value$by$integrating$
economic,$environmental$and$social$opportunities$ into$its$business$strategies
Ch.1%-Intro%to%Management%&%Organizations
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Who$Are$Managers$&$Why$Are$They$Important?
Explain(why(managers(are(important(to(an(organization.1.
Tell(who(managers(are(and(where(they(work.2.
Describe(the(characteristics(of(an(organization.3.
Describe(the(factors(that(are(reshaping(and(redefining(the(manager's(job.4.
Explain(the(value(of(studying(management.5.
Managers:((Those$who$coordinate$and$oversee$the$work$of$others$so$
organizational$goals$can$be$accomplished
Types$of$Managers
1st-line(managers:(Lowest$level$of$the$organization$who$manage$the$work$of$
non-managerial$employees$who$are$directly$or$indirectly$involved$with$the$
production$ or$creation$of$the$ organizational$products.
Middle(managers:(Between$the$1st line$and$top$level$managers
Manage$the$work$of$1st liners
o
Top(managers:(Managers$who$are$at$or$near$the$top$of$an$organization$and$
are$responsible$for$making$organization-wide$decisions$ &$establishing$the$plans$
and$goals$that$affect$the$entire$organization
What%Is%Management%and%What%Do%Managers%
Do?
Management:(Coordinating$work$activities$with$&$through$other$people$so$
the$activities$are$completed$efficiently$and$effectively$(Roles,$functions$skills)
Efficiency:(getting$the$most$output$ from$the$least$amount$of$inputs
“doing$things$right
o
Effectiveness:(completing$activities$so$that$organizational$goals$are$achieved
“doing$the$right$things
o
Management$Functions
Planning:(defining$goals,$establishing$strategy,$developing$sub$plans$to$
coordinate$activities
Organizing:(determining$what$needs$to$be$done,$how$it$will$be$done$and$who$
is$to$do$it
Leading:(directing$and$motivating$all$involved$parties$and$resolving$conflict
Controlling:(monitoring$activities$to$ensure$that$they$are$to$be$accomplished$
as$planned
All%of%these%lead%to%achieving%the%organization’s%purpose
Management$Roles
specific$categories$of$managerial$behavior
-
interpersonal(roles:(involve$working$with$people$or$performing$duties$that$are$
ceremonial$and$symbolic$in$nature
(figurehead,$leader,$liaison)
o
informational(roles:(involve$receiving,$collecting$and$disseminating$
information
(monitor,$disseminator,$spokesperson)
o
decisional(roles:(involve$making$significant$choices$that$affect$the$organization
(entrepreneur,$disturbance$handler,$resource$allocator,$negotiator)
o
Management$Skills
Technical(skills:(knowledge$of$and$expertise$in$a$specialized$field
(lower-lever$managers)
o
Human(skills:(ability$to$work$well$with$other$people$both$individually$and$in$a$
group
(all$managerial$levels)
o
Conceptual(skills:(the$mental$ability$to$analyze$and$generate$ideas$about$
abstract$and$complex$situations
(top$managers)
o
What%Is%an%Organization?
An$organization$is$a$deliberate$arrangement$of$people$who$ act$together$to$
accomplish$some$specific$purpose
-
Distinct'purpose: this$ purpose$ is$typically$expressed$in$terms$of$a$goal$or$set$of$
goals$that$the$organization$hopes$to$accomplish
Composed' of'people: one$person$working$alone$is$not$an$organization,$and$it$
takes$people$ to$perform$the$work$ that$is$necessary$for$the$organization$to$
achieve$its$goals
Deliberate'structure: whether$ that$structure$ is$open$ and$flexible$or$traditional$
and$clearly$defined,$the$structure$defines$members’$work$relationships
The%Size%of%Organizations
Types$of$Organizations
Private(sector:(The$part$of$the$economy$run$by$organizations$that$are$free$
from$direct$government$intervention
Operate$to$make$profit
o
Public(sector:(The$part$of$the$economy$that$is$controlled$by$the$government
Not-for-profit(sector:(Part$of$the$ economy$run$by$organizations$that$operate$
for$purposes$ other$than$making$profit
Providing$charity$or$services
o
Non-governmental(organization:(An$organization$that$is$independent$ from$
the$governments$control$and$whose$primary$focus$is$on$humanitarian,$
developmental,$and$environmentally$sustainability$activities
Privately(held(organization:(A$company$whose$shares$are$NOT$available$on$
the$stock$ exchange$but$ are$privately$held.
Publically(held(organization:(A$company$whose$shares$are$available$on$the$
stock$ exchange$for$public$trading
Civil(servant:(A$person$who$works$in$a$local,$provincial$or$federal$government$
department
Crown(operation:(A$commercial$company$owned$by$the$government$but$
independently$ managed
How%Is%the%Managers%Job%Changing?
Importance$ of$Customers to$the$Manager’s$ Job
Focusing$on$ the$customer$has$long$thought$ to$be$the$responsibility$of$
marketing$types
-
However,$it’s$being$discovered$that$employee’s$attitudes$and$behaviors$play$a$
big$role$in$customer$satisfaction
-
Managers$are$recognizing$that$delivering$consistent,$ high-quality$customer$
service$is$essential$for$survival$and$success$in$today’s$competitive$environment$
and$that$employees$are$an$important$part$of$that$equation
-
Importance$ of$Social$Media to$The$Manager’s$ Job
Social(media:(Forms$of$electronic$communication$through$ which$users$ create$
online$communities$to$share$ideas,$information,$personal$messages$&$other$
content
Companies$not$only$using$social$media$to$connect$with$customers$but$to$
manage$their$human$resources$and$tap$into$innovation$and$talent
o
Importance$ of$Innovation to$The$Manager’s$ Job
Innovating$means$doing$things$differently,$exploring$&$taking$risks
-
Thinking$outside$of$the$box
-
Keeps$a$company$moving$forward$and$can$build$stronger$teams
-
Importance$ of$Adaptability to$A$Manager’s$ Job
Being$adaptive$means$being$proactive
-
An$adaptable$organization$creates$a$set$of$skills,$process,$&$a$culture$that$
enables$it$to$continuously$ look$for$new$problems$&$offer$solutions$ before$
clients$even$realize$they$have$a$need
-
Importance$ of$Sustainability to$A$Manager’s$ Job
“meeting$the$needs$of$people$today$without$ compromising$the$ability$of$future$
generations$to$meet$their$own$goals$needs
-
Sustainability((from$a$business$standpoint):$ a$company’s$ability$to$achieve$its$
business$ goals$&$increase$long-term$shareholder$value$by$integrating$
economic,$environmental$and$social$opportunities$ into$its$business$strategies
Ch.1%-Intro%to%Management%&%Organizations
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