MGM101H5 Chapter Notes - Chapter 1: Human Capital

• School: UTM
• Department: Management
• Course: MGM101H5
• Professor: Parveen Gill

Document Summary

Management can be defined as the art of getting things done through people. Incentive: a factor that motivates individuals to pursue a particular course of action. Human capital: the knowledge, skills, and capabilities embedded in individuals. General managers: responsible for overall performance of organization or one of its major self-contained subunits/divisions. Functional managers: responsible for leading a particular function or a subunit within a function. Frontline managers: manage employees who themselves are not managers. Decisional roles: negotiator, resource allocator, disturbance handler, entrepreneur innovate and change when necessary. Mintzberg tells us what managers do, not what they should do. Does not mention some important roles of managers such as playing the. What managers do is really dependent on the situation. Conceptual skills: ability to see the big picture. Desire to exercise power: personalized power orientation: seeking power for personal gain, socialized power orientation: accumulating power to achieve social or, desire to be distinct or different, desire to take action organizational objectives.