MGMT 2100 Chapter Notes - Chapter 1: Organizational Culture, Chief Operating Officer, Reinforcement
Chapter 1:
Management: getting work done through others
Efficiency: getting work done with a minimum of effort, expense, or waste
● Not enough to measure success
Effectiveness: accomplishing tasks that help fulfill organizational objectives
● such as customer service and satisfaction
The success of an enterprise generally depends much more on the administrative ability of its
leaders than on their technical ability.
The 4 Functions of Management
● Planning, organizing, leading, and controlling (in order)
Planning
● Determining organizational goals and a means for achieving them
Organizing
● Deciding where decisions will be made
● Who will do what jobs and tasks
● Who will work for whom in the company
Leading
● Inspiring and motivating others to work hard to achieve organizational goals
Controlling
● Monitoring progress toward goal achievement and taking corrective action when
progress isn’t being made
● The basic control process
○ Setting standards to achieve goals
○ Comparing actual performance to those standards
○ And then making changes to return performance to those standards
Types of Managers
Top managers: executives responsible for the overall direction of the organization (job titles
start with chief, ex. CEO, COO)
● Think 3-5 years out
● Responsibilities
1. Create a context for change
a. Forming a long-range vision or mission for the company
2. Develop employees’ commitment to and ownership of the company
a. Create employee buy-in
3. Create a positive organizational culture through language and action
a. Impart company values, strategies, lessons
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Efficiency: getting work done with a minimum of effort, expense, or waste. Effectiveness: accomplishing tasks that help fulfill organizational objectives. The success of an enterprise generally depends much more on the administrative ability of its leaders than on their technical ability. Planning, organizing, leading, and controlling (in order) Determining organizational goals and a means for achieving them. Who will do what jobs and tasks. Who will work for whom in the company. Inspiring and motivating others to work hard to achieve organizational goals. Monitoring progress toward goal achievement and taking corrective action when progress isn"t being made. And then making changes to return performance to those standards. Top managers: executives responsible for the overall direction of the organization (job titles start with chief, ex. Middle managers: responsible for setting objectives consistent with top management"s goals and for planning and implementing subunit strategies for achieving these objectives (ex. Figures out the how to do the what .
