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Chapter 1

Chapter 1 Introduction to Management.docx

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York University
Administrative Studies
ADMS 3930

Chapter 1 Introduction to Management • Good management is working through others to accomplish tasks that help fulfill organizational objectives as efficiently as possible o o Effectiveness (do the right o Efficiency (do the thing right) thing) • • Management Functions: 1) Planning: determining organizational goals and the means for achieving them 2) Organizing: deciding where decision will be made, who will do what jobs and tasks, and who will work for whom 3) Controlling: monitoring progress toward goal achievement and taking corrective action 4) Leading: inspiring and motivating workers to work hard to achieve organizational goal The more time that CEOs spend planning, the more profitable their companies are New Functions, but do not replace the classical functions of management 1) Making things Happen : what you want to accomplish, plan how to achieve these goals, gather and manage the information needed to make good decisions, and control performance, so that you can take corrective action 2) Meeting the Competition 3) Organizing People, Projects, and Processes 4) Leading • Kinds of Managers Responsible for… Top 1. creating a context for change (forming a long-range vision or mission Manager for their companies) s 2. helping employee develop a sense of commitment to the business 3. creating a positive organizational culture through language and action (The bigger you get, the more your ability to communicate becomes important) 4. monitoring their business environment - this mean top manager must closely monitor customer needs, competitors’ move, and long-term business, economic, and social trends. Middle Setting objectives consistent which top management’s goals and planning and Manager implementing subunit strategies for achieving these objectives 1. to plan and allocate resources to meet objectives 2. to coordinate and link groups, departments, and divisions within a company 3. to monitor and manage the performance of the subunits and individual mangers who report to them 4. implementing the changes or strategies generated by top manager First-line 1. to manage the performance of entry-level employees, who are directly manager responsible for producing a company’s goods and services s 2. spend time teaching entry-level employees how to do their jobs 3. make detailed schedules and operating plans based on middle management’s intermediate-range plans (6-8 months) Team 1. facilitating team performance Leader 2. managing external relationships (other team or department) 3. For internal team relationships • Managerial Roles Interpersonal 1. Figurehead roles: like greeting company visitors
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