Bmgt 1327 principles of management

For every chapter, please read the text, review the powerpoint file, and submit a current event via the drop box. For the current event, find a recent article either online, magazine, or newspaper that covers a subject relevant to the information contained within this chapter. Submit the current event via the dropbox including a copy of the article or a link to the article and describe in 10 lines how the article is germane to the chapter we are discussing in class. To get credit for your current event the article must contain at least 3 key terms from the chapter.

Chapter 1 Management © 2014 Cengage Learning MGMT6 1-1 describe what management is 1-2 explain the four functions of management 1-3 describe different kinds of managers 1-4 explain the major roles and subroles that managers perform in their jobs 1-5 explain what companies look for in managers 1-6 discuss the top mistakes that managers make in their jobs 1-7 describe the transition that employees go through when they are promoted to management 1-8 explain how and why companies can create competitive advantage through people © 2014 Cengage Learning Management Is… • Getting work done through others • Efficiency – getting work done with a minimum of effort, waste, or expense • Effectiveness – accomplishing tasks that help fulfill organizational objectives © 2014 Cengage Learning 1-1 © 2014 Cengage Learning 1-1 Management Functions • Planning – determining organizational goals and a means for achieving them • Organizing – deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company 1-2 © 2014 Cengage Learning Management Functions • Leading – inspiring and motivating workers to work hard to achieve organizational goals • Controlling – monitoring progress toward goal achievement and taking corrective action when progress isn’t being made 1-2 © 2014 Cengage Learning © 2014 Cengage Learning 1-3 Top Managers • CEO, COO, CFO, CIO • Responsible for overall direction of the organization • Responsible for creating a context for change • Develop employees’ commitment to and ownership of company performance • Create a positive organizational culture through language and action • Responsible for monitoring the business environment © 2014 Cengage Learning 1-3 Middle Managers • • • • • • Plant manager, regional manager, divisional manager Set objectives consistent with top management’s goals Implement subunit strategies for achieving objectives Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage subunits and individual managers © 2014 Cengage Learning 1-3 First-Line Managers • Office manager, shift supervisor, department manager • Train and supervise the performance of nonmanagerial employees • Teach entry-level employees how to do their jobs • Encourage, monitor, and reward employees’ performance • Make detailed schedules and operating plans © 2014 Cengage Learning 1-3 Team Leaders • Facilitate team activities toward accomplishing a goal • Help team members plan and schedule work, learn to solve problems, and work effectively with each other • Manage internal and external relationships © 2014 Cengage Learning 1-3 © 2014 Cengage Learning 1-4 Interpersonal Roles • Figurehead – managers perform ceremonial duties • Leader – managers motivate and encourage workers to accomplish organizational objectives • Liaison – managers deal with people outside their units © 2014 Cengage Learning 1-4 Informational Roles • Monitor – managers scan their environment for information and receive unsolicited information • Disseminator – managers share information with subordinates and others in the company • Spokesperson – managers share information with people outside of the company © 2014 Cengage Learning 1-4 Decisional Roles • Entrepreneur – managers adapt themselves, their subordinates, and their units to change • Disturbance handler – managers respond to problems so severe that they demand immediate action 1-4 © 2014 Cengage Learning Decisional Roles • Resource allocator – managers decide who will get what resources and in what amounts • Negotiator – managers negotiate schedules, projects, goals, outcomes, resources, and employee raises 1-4 © 2014 Cengage Learning © 2014 Cengage Learning 1-5 What Companies Look For • Technical skills – specialized procedures, techniques, and knowledge required to get the job done • Human skills – ability to work well with others © 2014 Cengage Learning 1-5 What Companies Look For • Conceptual skills – ability to see the organization as a whole, to recognize how the company fits into its external environment • Motivation to manage – an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively with others, tell others what to do, reward good behavior, punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks © 2014 Cengage Learning 1-5 Mistakes Managers Make 1. Insensitive to others: abrasive, intimidating, bullying style 2. Cold, aloof, arrogant 3. Betray trust 4. Overly ambitious: thinking of next job, playing politics 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor © 2014 Cengage Learning 1-6 © 2014 Cengage Learning 1-7 © 2014 Cengage Learning 1-8 In Good Company 1. 2. 3. Which management skills discussed in this chapter does the character Mark Steckle seem to lack? The sequence shows three people who represent different hierarchical levels in the company. Based on this scene, which of the four kinds of managers do you think each of them might be? Which of the characters in this clip exhibited the strongest human skills? © 2014 Cengage Learning Camp Bow Wow 1. 2. 3. Identify three skills that companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video. Which activities at Camp Bow Wow require high efficiency? Which activities require high effectiveness? 3. List two activities that leaders at Camp Bow Wow perform daily, and identify which of the managerial roles discussed in the chapter figure prominently for each. © 2014 Cengag