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ADMS 3930 Management Textbook Notes

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Department
Administrative Studies
Course
ADMS 3930
Professor
Randy Hoffman
Semester
Fall

Description
ADMS 3930 Management Notes Williams Ch 1- Management Defn- getting work done through others -concerned with efficiency and effectiveness in the work process Efficiency- getting work done with a minimum of effort, expense and waste Effectiveness- accomplishing tasks that help fulfill organizational objectives Management Functions Planningdetermining organizational goals and the means for achieving them Organizingdeciding where decisions will be made, who will do what, who will work for whom Controllingmonitoring progress toward goal achievement Leadingmotivating workers to work hard to achieve organizational goals Old-style managers vs. New-style managers Old-style: they look at themselves as the manager, or the boss -follows chain of command -make decisions by themselves -keep company information confidential -demand long hours New-style: they look at themselves as sponsors, team leaders, consultants -work with anyone to help them accomplish their goals -asks others to participate -shares company info with others -demand results 4 Main Management Functions Making Things Happen -modern management methods including production teams, performance appraisal systems, training courses, effective communication -determine what you want accomplished, plan how to achieve them, manage the info needed to make good decisions, and control the performance Meeting the Competition -market followers continue to topple market leaders -companies that want to remain market leaders must consider threat for intl competitors, have a competitive strategy, and be able to embrace change Organizing People, Projects and Processes -manage teams, HR systems, service and manufacturing operations, motivating people Leading -respect, admiration of the people they lead; recognition Kinds of Managers Top Managers Defn- responsible for overall direction of the org; CEO, COO -creating a context for chance -form a long range vision for their companies -helps employees develop a sense of commitment to the business -addresses the concerns of their employees -creates a positive organizational culture through language and action -writing memos on a board, values, strategies -monitor bus environments; customer needs, competitors moves, LT business, economic & social trends Middle Managers Defn- responsible for setting objectives consistent with top managements goals, planning and implementing subunit strategies for achieving these objectives -plant manager, regional manager, divisional manager -plan and allocate resources to meet objectives -coordinate and link groups, departments, divisions within a company -manager the performance of the subunits and individual managers who report to them -implementing the changes generated by top managers First Line Managers Defn- train and supervise performance of employees responsible for producing products and services -office manager, shift supervisor, department manager -encourage, monitor, reward performances, teaching employees how to do their jobs -make schedules and operating plans -engage in plans and product results within two weeks Team Leaders Defn- facilitating team activities toward goal accomplishment -is a new kind of management as companies shifted toward self-managing teams; no formal supervisor -they help their teams plan and schedule work, solve problems, work effectively with each other -managing external relationships; liaison between their teams and others in diff departments -getting along with others Managerial Roles (3) Interpersonal Roles -people intensive; communication with others 3 subroles: Figurehead perform ceremonial duties; greetings, making opening remarks, repping the co Leader role encourage workers to accomplish organizational objectives Liasion roledeal with people outside their units -managers spend as much time with outsiders as they do with their own subordinates Informational Roles -obtaining and sharing info; scans business env and listens to others in a face-to-face convo 3 subroles: Monitor rolescan env for information, contact others for info; newspapers, electronic monitoring and distribution services Disseminator rolemanagers share the info they have with people in the company; e-mail Spokesperson roleshare info with people outside the companies Decisional Roles -helps make good decisions Entrepreneur rolemanagers adapt themselves, subordinates and units to incremental change Disturbance handlermanagers respond to the severe problems that they demand immediate action Resource allocator managers decide who will get what resources and how many Negotiatornegotiate schedules, projects, goals, outcomes, employee raises What Companies Look for in Managers Technical skills- ability to apply specialized techniques to get the job done -find new sales, develop accurate sales pitches -most important for lower level managers since they supervise the workers who produce the goods -needed to troubleshoot problems that employees cant handle -becomes less important as managers rise though Human skill- ability to work well with others -encourage others to express their thoughts; good listeners and communicators -equally important at all levels of management -upper-level managers may spend more time dealing with people Conceptual skill- ability to see the org as a whole, how the diff parts affect each other, how the co fits into its external environment -able to recognize, understand, reconcile many complex problems Motivation to manage- assessment of how motivated employees are to interact with superiors, participate in competitive situations, reward good behaviour and punish the bad Mistakes Managers Make -assume too many personal responsibilities Arrivers those who made it all the way to the top -found ways to minimize the effects of their flaws on coworkers Derailersthose who were successful but got knocked off -many flaws; lack of concern for co-workers -inability to delegate, build a team, staff effectively -managers should stop being doers and get work done through others Transition to Management: The First Year -psychological transition that changed the way managers viewed themselves and others -initially they believed their job was to exercise formal authority and manage tasks; be in charge -after 6mos they learned of the fast pace and heavy workload -after 6mos they began to assist their subordinates, but what they really wanted was for the managers to solve problems they couldnt solve -after a year, managers realized people management was the most important, based on communication, listening, positive reinforcement Competitive Advantage Through People -what separates top companies from competitors is the way their work forces are treated -employee ownership, management, employee participation, empowerment -companies that invest in their people will create long lasting CA that other cos cant duplicate *Exhibit 1.7 -companies that adopted management techniques like setting expectations, coaching, reviewing, rewarding were able to improve average return on investment -managers have an important effect on customer satisfaction -managers can improve customer satisfaction by satisfying employees Williams Ch 15- Motivation and Leadership What is Motivation Defn- forces that initiates, directs, makes people persist I their efforts to accomplish a goal Initiationhow much effort to put forth in jobs Directiondeciding where to put forth effort in jobs Persistencehow long they will put forth effort in jobs before reducing the efforts Basics of Motivation Effort and Performance -working hard should lead to doing a good job Job Performance = Motivation x Ability x Situational Constraints JP: how well someone performs the job requirements Ability: degree to which workers possess the knowledge to do a job well SC: factors beyond employees control that have an effect on job performance Need Satisfaction Needs- physical/psychological requirements that must be met to ensure survival and well-being -persons unmet need creates an uncomfortable tension that must be resolved Maslows Hierarchy of Needs- people are motivated by physiological, safety, belongingness, esteem, self-actualization Alderfers ERG theory- collapses it into existence, relatedness, growth McClellands Learned Needs Theory- affiliation, achievement, power Herzbergs Motivator-Hygiene- motivators are gained from doing a job well, hygiene are factors with the nature of the job and workplace
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