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

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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 organizationโ€™s goals
๎€Managing includes the process of planning, organization, leading & controlling resources in
order to achieve organizational goals
Functions of Management
๎€Planning: assessing what the organizationโ€™s goals should be; generating strategies to achieve
the organizationโ€™s goals
๎€Organizing: designing work activities (how the tasks will be assigned etc)
๎€Leading: guiding & motivating all members toward the achievement if the organizationโ€™s
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 1960โ€™s
๎€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 โ€“ 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
โ€œemployee of the monthโ€ awards at a company banquet
๎€Leader: the manager may serve as a motivator, a communicator & a coordinator of their
subordinatesโ€™ activities. Ie, performance appraisals, training a new employee etc
๎€Liaison: managerial activities that involve developing relationships with members of the
organization outside the managerโ€™s area of authority. Ie, sales managerโ€™s 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 thatโ€™s 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
๎€โ€œlaissez-faireโ€: business or manufacturers should be free to make & sell what they want
๎€There must be a clear role for managers
๎€A โ€œmachineโ€ like approach to managing workers
๎€Rules/hierarchies
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Document Summary

management: the process of administering & coordinating resources effectively & efficiently in an effort to achieve the organization"s goals. managing includes the process of planning, organization, leading & controlling resources in order to achieve organizational goals. Planning: assessing what the organization"s goals should be; generating strategies to achieve the organization"s goals. organizing: designing work activities (how the tasks will be assigned etc) Leading: guiding & motivating all members toward the achievement if the organization"s 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. henry mintzberg conducted a study of managers in 1960"s. 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.

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