Mgmt5 - Learning Outcomes

8/11/2019 Mgmt5 - Learning Outcomes

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MGMT5

2011 Cengage Learning

Management1


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1. describe what management is2. explain the four functions of management3. describe different kinds of managers4. explain the major roles and subroles that managers

perform in their jobs5. explain what companies look for in managers6. discuss the top mistakes that managers make in

their jobs7. describe the transition that employees go through

when they are promoted to management8. explain how and why companies can create

competitive advantage through people


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What Is Management?1. describe what management is

2. explain the four functions ofmanagement


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Management Is

Getting work done through others

Efficiency getting work done with a minimumof effort, waste, or expense

Effectiveness accomplishing tasks that help

fulfill organizational objectives


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The Four Functions ofManagement



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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 inthe company


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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 isnt being

made



What Do Managers Do?

3. describe different kinds of managers

4. explain the major roles and subrolesthat managers perform in their jobs



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



Middle Managers

Plant manager, regional manager, divisional manager Set objectives consistent with top managements 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



First-Line Managers

Office manager, shift supervisor, departmentmanager

Train and supervise the performance ofnonmanagerial employees

Teach entry-level employees how to do their jobs

Encourage, monitor, and reward employeesperformance Make detailed schedules and operating plans



Team Leaders

Facilitate team activities toward accomplishinga goal

Help team members plan and schedule work,learn to solve problems, and work effectivelywith each other

Manage internal and external relationships


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MintzbergsManagerial Roles



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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



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

Resource allocator managers decide who will get what resources and in what

amounts Negotiator

managers negotiate schedules, projects, goals, outcomes,resources, and employee raises



What Does It Take to Be a Manager?

5. explain what companies look for in managers

6. discuss the top mistakes that managers makein their jobs

7. describe the transition that employees gothrough when they are promoted tomanagement



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 Conceptual skills

ability to see the organization as a whole, to recognize how thecompany fits into its external environment

Motivation to manage an assessment of how motivated employees are to interact with

superiors, participate in competitive situations, behaveassertively with others, tell others what to do, reward good behavior, punish poor behavior, perform actions that are highlyvisible to others, and handle and organize administrative tasks


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Management Skills



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The Transition to Management: The First Year

Initially, managers believed their job was to exerciseformal authority and manage tasks

After 6 months Managers were surprised by pace and workload Realized subordinates wanted help solving problems

they couldnt solve

After 1 year Realized that people management is most important


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Stages in the Transition toManagement



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Why Management Matters

8. explain how and why companies cancreate competitive advantage throughpeople


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Competitive Advantage throughPeople

What separates top-performing companies fromcompetitors is how they treat their workforces.

Companies that invest in their people createlong-lasting competitive advantages that aredifficult for other companies to duplicate.

Managers influence customer satisfactionthrough employee satisfaction.


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Competitive Advantage through People:Management Practices


REEL TO REAL


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REEL TO REAL


In Good Company

1. Which management skillsdiscussed in this chapter does thecharacter Mark Steckle seem tolack?

2. The sequence shows three peoplewho represent differenthierarchical levels in thecompany. Based on this scene,which of the four kinds ofmanagers do you think each ofthem might be?

3. Which of the characters in thisclip exhibited the strongesthuman skills?

REEL TO REAL
http://www.thomsonedu.com/resource_uploads/static_resources/0324595840/17820/ch01.html


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REEL TO REAL

Camp Bow Wow

1. Identify three skills thatcompanies look for in managersand explain which might be mostneeded for the Camp Bow Wowleaders highlighted in the video.

2. Which activities at Camp BowWow require high efficiency?Which activities require higheffectiveness?

3. List two activities that leaders atCamp Bow Wow perform daily,and identify which of themanagerial roles discussed in thechapter figure prominently foreach.
http://www.cengage.com/management/webtutor/daft_mgt10e/video/ojt/ch01.html

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Mgmt5 - Learning Outcomes