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Chapter 3

ADMS 1000 Chapter Notes - Chapter 3: Morale, Henry Mintzberg, Scientific Management


Department
Administrative Studies
Course Code
ADMS 1000
Professor
Eytan Lasry
Chapter
3

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Readings- Chapter 3
What do Managers do?
Management: the process of administering & coordinating resources effectively & efficiently
in an effort to achieve the organizations goals
Managing includes the process of planning, organization, leading & controlling resources in
order to achieve organizational goals
Functions of Management
Planning: assessing what the organizations goals should be; generating strategies to achieve
the organizations goals
Organizing: designing work activities (how the tasks will be assigned etc)
Leading: guiding & motivating all members toward the achievement if the organizations
goals; communicating ideas & directions effectively
Controlling: assessing whether the organization is progressing toward its goals; taking steps
to ensure problems are dealt with; establishing standards of performance
The Roles Managers Play in Organizations
Henry Mintzberg conducted a study of managers in 1960s
Managers engaged in a variety of unpatterned short-duration activities, & the constant
interruptions suggest that there was little time for systematic reflection
10 roles that classify into 3 broad categories interpersonal, informational & decisional roles
Interpersonal Roles
Tasks that arise from the managers formal authority base & involve relationships with either
organizational members or external parties
Figurehead: roles are typically ceremonial or symbolic. Ie, the supervisor might hand out
employee of the month awards at a company banquet
Leader: the manager may serve as a motivator, a communicator & a coordinator of their
subordinates activities. Ie, performance appraisals, training a new employee etc
Liaison: managerial activities that involve developing relationships with members of the
organization outside the managers area of authority. Ie, sales managers relationship with
the production department
Informational Roles
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Reflects the importance of managers as communication sources for the organization
Monitor: managers must constantly monitor the internal & external environments of their
organization in order to gather information thats useful for decision making. Ie, the
marketing manager may be responsible for assessing consumer demand for a newly proposed
product
Disseminators: they may share or distribute the information that they have gained as their
role as monitors. Ie, offering clear information regarding company expectations of
performance standards
Spokesperson: managers that transmit information to individuals outside their area of
authority. Ie, marketing manager might provide the engineering department with the latest
report of consumer preferences regarding product design
Decisional Roles
Highlights the fact that managers must process information & act as decision makers
Entrepreneur: manager may develop & initiate new projects
Disturbance handlers: dealing with & resolving conflict. Ie, resolving a dispute between two
employers
Resource allocator: deciding how resources (money, equipment etc) will be allocated. Ie,
department head might decide how to allocate a limited financial budget among the different
areas
Negotiator: ie, negotiating with customers, employees, other departments etc
Classical Approaches
During late 19th & early 10th century
Scientific management, administrative management, bureaucratic management
Industrial revolution was a major transformation in work processes that began in 18th
century (factories)
Factory system lead to a higher standard of living
laissez-faire”: business or manufacturers should be free to make & sell what they want
There must be a clear role for managers
Amachine like approach to managing workers
Rules/hierarchies
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