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Chapter 1

BU288 Chapter Notes - Chapter 1: Human Resource Management, Politicking With Larry King, Job Performance

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Annika Hillebrandt

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Managerial Activities
1. Routine communication
a. Formal sending and receiving of information and handling of paperwork
2. Traditional management
a. Planning, decision making, and controlling
3. Networking
a. Interacting with a lot of people outside the org and informal socializing and politicking
with insiders
4. Human resource management
a. Motivating, reinforcing, disciplining, punishing, managing conflict, staffing, training, and
developing employees
Managerial Agendas
Agenda Setting
o Agenda of what the manager wants to accomplish for the org
o Informal and unwritten
o More concerned with “people issues” (not so much strategic/numerical plans)
o Managers established a wide formal and informal network of key people inside and
outside of the org
o Insiders peers, employees, bosses
o Outsiders customers, suppliers, competitors, government officials, the press
o Network provides managers with info and relationships relevant to their agendas
Agenda Implementation
o Use networks to implement the agendas they would go anywhere in network for help
o They employed a wide range of influence tactics, from direct orders to subtle language
and stories that conveyed their message indirectly
Managerial Minds
Intuition guides many of their actions not common sense
Managers use intuition in many way:
o To sense that a problem exists
o To perform well learned mental tasks rapidly
o To synthesize isolated pieces of information and data
o To double check more formal or mechanical analyses
Intuition problem identification and problem solving based on a long history of systematic and
extensive education and experience that enables the manager to locate the problem
International Managers
The style of managing a manager chooses will vary due to cross cultural variations in values
o This affects managers’ and employees’ expectations about interpersonal interaction
The technical requirements for accomplishing goals are actually the same across cultures
Only the BEHAVIOURAL requirements differ
Thus, national culture is one of the most important contingency variables in OB
Contemporary Management Concerns
Diversity Local and Global
Demographics in NA are changing and therefore the labour force and customers are increasingly
culturally diverse
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