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Chapter 1

CHAPTER ONE Management ADMS3930.docx

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Administrative Studies
ADMS 3930
Randy Hoffman

CHAPTER ONE. What is Management? Management: getting work done through others - managers must be concerned with efficiency and effectiveness in the workplace efficiency: getting work done with a minimum of effort, expense or waste effectiveness: accomplishing tasks that help fulfill organizational objectives Functions of Management - planning, organizing, controlling, leading – planning: determining organizational goals and a means for achieving them organizing: deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom controlling: monitoring progress toward goal achievement and taking corrective action when needed leading: inspiring and motivating works to work hard to achieve organizational goals - managers who perform these functions of management are truly better managers - the ‘new style’ manager sees him or herself as a sponsor, team leader or internal consultant , who works with anyone who can help them accomplish their goals, they ask others to participate in decisions, and share information with others as well as demand results - we can see the ‘traditional four functions of management’ in a newer style; planning: planning and managing information controlling: decision making, control, and meeting the competition organization: people, projects and processes leading: motivation and leadership, and managing communication What do Managers do? Top managers: executives responsible for the overall direction of the organization - responsible for creating a context for change - responsible for helping employees develop a sense of commitment to the business - responsible for creating a positive organizational culture through language and action - responsible for monitoring their business environments Middle managers: managers responsible for setting objectives consistent with top management’s goals, and planning and implementing subunit strategies for achieving these objectives - responsible for setting objectives consistent with top managements goals and planning and implementing subunit strategies for achieving these objectives - responsible to plan and allocate resources to meet objectives - responsible for coordination and linking groups, departments and divisions within a company - responsible to monitor and manage the performance of subunits and individual managers who report to them First line managers: managers who train and supervise performance for nonmanagerial employees and who are directly responsible for producing the company’s products or services - must spend time teaching entry-level employees how to do their jobs - make detailed schedules and operating plans based on middle-management plans Team leaders: managers responsible for facilitating team activities toward goal accomplishment - responsible for facilitating team performance - help their teams plan and schedule work, learn to solve problems, and work effectively with each other - responsible for managing external relationships Top Managers Middle Managers First-LineManagers and Team Leaders - responsible for managing internal team relationships ``` Managerial Roles - managers fulfill three major roles while performing their jobs 1. interpersonal roles figurehead role: managers perform ceremonial duties (greeting, making opening remarks, representing the company at events) leader role: motivate and encourage workers to accomplish organizational objectives liaison role: managers deal with people outside their units 2. informational roles monitor role: role played when managers scan their environment for information disseminator role: sharing information with others in their departments or others in the company spokesperson role: when they share information with people outside their departments or company 3. decisional roles entrepreneur role: adapting themselves, their subordinates, and their units to incremental change disturbance handler role: responding to pressures and problems so severe that they demand immediate attention and action
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