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Chapter 1

Chapter 1 - Managment.doc

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York University
Administrative Studies
ADMS 3930
Diane Jurkowski

Chapter 1 Good management is basic to running an organization, sustaining it into the future, starting a business, growing a business and maintaining a business once it has achieved some measure of success What is Management? - Getting the work done through others - Managers also have to be concerned with efficiency and effectiveness in the work place o Efficiency is getting work done with minimum effort, expense or waste  By itself, efficiency is not enough to ensure success o Managers must strive for effectiveness  Accomplishing tasks that help fulfil organizational objectives Good management is working through others to accomplish tasks that help fulfil organizational objectives as efficiently as possible Management Functions Classical functions of management: - Planning o Determining organizational goals and the means for achieving them - Organizing o Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company. - Leading o Inspiring and motivating workers to work hard to achieve organizational goals - Controlling o Monitoring progress toward goal achievement and taking corrective action when progress isn’t being made - Studies show, managers who perform these management functions well, are better managers Changes are occurring, with companies demanding their managers change the way they perform these functions. - Meeting the Competition  new management function o Reflects the importance of adapting and innovating to remain competitive in today’s ever changing and increasingly global marketplace Old Management Style New Management Style “Manager” or “Boss” Sponsors, team leaders, internal consultants Follow chain of command (reporting to boss, who repWork with anyone who can help them accomplish their to the next boss at a higher level, etc…) goals Make decisions by themselves Ask others to participate in decisions Keep proprietary company information confidential Share information with others Demand long hours Demand results Meta-Analysis - A study of studies, a statistical approach that provides the best scientific estimate of how well management theories and practices work - Based on the simple idea that if one study shows that a management technique doesn’t work and another study shows it does, an average of those results is probably the best estimate of how well that management practice works or doesn’t work - Probability of Success o Shows how often a management technique will work Making Things Happen  Planning and Controlling - To make things happen, you must: o Determine what you want to accomplish o Plan how to achieve these goals o Gather and manage the information needed to make good decisions o Control performance so corrective action can be taken if performance falls short Meeting the Competition - Critical management function in today’s business world - Companies that want to remain market leaders must consider: o The threat from international competitors o Have a well thought out competitive strategy o Be able to embrace change and foster new product and service ideas o Structure their organizations to quickly adapt to changing customers and competitors. Organizing People, Projects and Processes - Large scale changes won’t work without simultaneous consideration of people issues and work processes (how the work gets done) Leading - Managers need to garner the respect and admiration of the people they lead What Do Managers Do? - There are four different kids of managers with different jobs and responsibilities: 1. Top managers 2. Middle managers 3. First line managers 4. Team leaders Top Managers - Hold positions such as CEO or COO - Executives responsible for the overall direction of the organization - Responsible for: o Creating a context for change  Bring about significant changes in a timely manner  Forming a long range vision or mission for their companies  “The CEO has to think about the future more than anyone.” o Helping employees develop a sense of commitment to the business  Understand the problems of workers, which allows effectively dealing with employees concerns and those of the customers o Creating a positive organizational culture through language and action  Top managers impart company values, strategies and lessons through what they do and sat to others, inside and outside the company o Monitoring their business environments  Closely monitor customer needs, competitors’ moves and long term business, economic and social trends Middle Managers - Mangers responsible for setting objectives consistent with top management’s goals and planning and implementing subunit strategies for achieving these objectives - Plant manager, regional manager, divisional manager - Responsible for: o Planning and allocating resources to meet objectives o Coordinate and link groups, departments and divisions within a company o Monitor and manage the performance of the subunits and individual managers who report to them o Implementing the changes or strategies generated by top managers First Line Managers - Managers who train and supervise performance of non-managerial employees and who are directly responsible for producing the company’s products or services - Office manager, shift supervisor, department manager - Only managers who don’t supervise other managers - Spend time teaching entry-level employees how to do their jobs - Responsible for: o Making detailed schedules and operating plans based on middle management’s intermediate range plans  Plans and actions that typically produce results within two weeks Team Leaders - Managers responsible for facilitating team activities toward goal accomplishment - Responsible for: o Facilitating team performance  Helps teams plan and schedule work, learn to solve problems and work effectively with each other o Managing external relationships  Act as a bridge or liaison between their teams and other teams, departments and divisions in a company o Internal team relationships  Know how to help team members resolve conflicts Managerial Roles Henr
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