Part 1- Introduction to Management

suttona4
Mind Map by , created over 5 years ago

Management 371 Mind Map on Part 1- Introduction to Management, created by suttona4 on 05/11/2014.

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suttona4
Created by suttona4 over 5 years ago
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Part 1- Introduction to Management
1 Why Innovative Management Matters
1.1 innovations in products, services, management systems, production processes, corporate values, and other aspects of the organization are what keep companies growing, changing and thriving
1.1.1 Managing the Unpredictable (Current/Past)
1.1.1.1 meltdown of the housing and finance industries in the U.S./ leading to financial crisis, volatile oil prices, oil spill on the Gulf Coast, sweeping govt. changes, (natural disasters): major earthquakes in Haiti & Chile, continuing threats of terrorism, massive problems for automakers from GM to Toyota, Global health scares-H1N1 flu virus
1.1.2 Study of the Grateful Dead (rock band)
1.1.2.1 famous for: allowing fans to tape their shows
1.1.2.1.1 This gave up a major source of revenue in record sales, but widened their fan base. (Creating FB: "Interest community page")
1.2 Management Theorist: Peter Drucker
1.2.1 credited w/ creating modern study of management [-Sums up the job of a manager in 5 tasks]
1.3 Four Core Management Functions

Attachments:

1.3.1 Planning (setting goals and deciding activities)
1.3.1.1 (Managerial planning: where the organization wants to be in the future & how to get there)
1.3.1.1.1 Coordinated Planning: Jonas Brothers Franchise
1.3.2 Organizing (organizing activities and people)
1.3.2.1 Performance (attain goals, products, services, efficiency, effectiveness)
1.3.2.2 Organizational Performance
1.3.2.2.1 Definition: social entity that is goal directed and deliberately structured
1.3.2.2.1.1 social entity:means being made up of two people
1.3.2.2.1.2 goal directed: means designed to achieve some outcome
1.3.2.2.1.2.1 Example: make a profit (Walmart), win pay increases for members (AFL-CIO), meet spiritual needs (United Methodist Church), provide social satisfaction (college sorority)
1.3.2.2.1.3 deliberately structured: means tasks are divided and responsibility for their performance is assigned to organization members
1.3.2.2.2 Organizational Efficiency
1.3.2.2.2.1 refers to the amount of resources used to achieve an organizational goal (based on how much raw material or money to make a product
1.3.2.2.2.2 Efficiency: can be calculated as the amount of resources used to produce a product or service
1.3.2.2.2.2.1 Ex: Target: continuously looks for ways to increase efficiency while also meeting the company's quality and customer satisfaction goals
1.3.2.2.2.2.2 High performance: attainment of organizational goals by using resources in an efficient and effective manner
1.3.3 Leading (motivating, communicating w/ & developing people)
1.3.4 Controlling (establishing targets and measuring performance)
1.3.4.1 Resources (human, financial, raw materials, technological, information
2 Definition of Management
2.1 attainment of organizational goals in effective and efficient manner through planning, organizing, leading and controlling organizational resources.
2.1.1 This definition holds two important ideas:
2.1.1.1 (1) the four functions of planning, organizing, leading and controlling
2.1.1.2 (2) the attainment of organizational goals in an effective & efficient anger
3 Exhibit 1.1 What Do Managers Do?
3.1 1. Set Objectives-Establish goals for the group & decide what must be done to achieve them
3.1.1 2. Organize- Divide work into manageable activities and select people to accomplish tasks
3.1.1.1 3. Motivate and Communicate- Create teamwork via decisions on pay, promotions, etc., and through communication
3.1.1.1.1 4. Measure-set targets and standards; appraise performance
3.1.1.1.1.1 5. Develop People- Recognize the value of employees and develop this critical organizational asset
3.2 Management Skills: skills for managing a department or an organization can be summarized in three categories: (conceptual, human, and technical)

Attachments:

3.2.1 Conceptual Skills
3.2.1.1 the cognitive ability to see the organization as a whole system and the relationships among it parts
3.2.2 Human Skills
3.2.2.1 Manages ability to work with and through other people and to work effectively as a group member. <----how mangers control conflicts)
3.2.2.1.1 How manger relates to other people: motivate, facilitate, coordinate, lead, communicate, resolve conflicts
3.2.3 Technical Skills
3.2.3.1 understanding of and proficiency in the performance of specific tasks: includes the mastery of methods, techniques, equipment
3.2.4 When Skills Fail
3.2.4.1 The # 1 reason for manager failure is ineffective communication skills and practices (81% of managers)
3.3 What is it Like to Be a Manager?
3.3.1 Individual Performer:
3.3.1.1 Role of manager: a person who builds systems rather than doing specific tasks (this individual performer is a specialist) and a "doer" mind is conditioned into performing specific tasks and activities as expertly as possible
3.3.2 Problem for Managers:
3.3.2.1 they expect to have greater freedom to do what they think is best for the organization
3.3.2.1.1 IN REALITY: thinking in terms of building teams & networks
3.3.2.1.1.1 becoming a motivator and organizer within a highly interdependent system of people and work
3.3.3 Adventures in Multi-tasking
3.3.3.1 Mintzberg
3.3.3.1.1 his observations and subsequent research indicate that diverse manager activities can be organized into 10 roles.

Attachments:

3.3.3.1.1.1 Roles divided into three categories:
3.3.3.1.1.1.1 Informational Role
3.3.3.1.1.1.1.1 "describes the activities used to maintain and develop an information network"
3.3.3.1.1.1.1.1.1 monitor role: involves seeking current information from many sources
3.3.3.1.1.1.1.1.2 disseminator: manager transmits current information to others both inside and out
3.3.3.1.1.1.1.1.3 interpersonal: managing through people
3.3.3.1.1.1.2 Interpersonal Role:
3.3.3.1.1.1.2.1 Figure-head: roles involve handling ceremonial and symbolic activities for the organization.
3.3.3.1.1.1.2.1.1 Example: Presentation of employee awards by a branch manager for Commerce Bank
3.3.3.1.1.1.2.2 Liaison role
3.3.3.1.1.1.2.2.1 pertains to the development of information sources both inside and out
3.3.3.1.1.1.3 Leader Role
3.3.3.1.1.1.3.1 encompasses relationships with subordinates, including motivation, communication and influence
3.3.3.1.1.2 Decisional Roles:
3.3.3.1.1.2.1 Entrepreneur role: involves the initiation change
3.3.3.1.1.2.2 Disturbance handler: resolving conflicts among subordinates or between the managers departments and other departments
3.3.3.1.1.2.3 Resource allocator: pertains to decisions about how to assign people, time, equip, money and other resources to attain desired outcomes
3.3.3.1.1.2.4 Negotiator role: involves formal negotiations and bargaining to attain outcomes for the managers unit of responsibility
4 Management Types: not all manager jobs are the same (managers are responsible for different departments and meet different requirements for achieving high performance
4.1 Vertical Differences:
4.1.1 -(Top managers) are at the top of the hierarchy and are responsible for the entire organization
4.1.1.1 Responsible for: setting organizational goals, defining strategies for achieving them, motivating and interpreting-the external environment and making decisions that affect the entire organization
4.1.2 Middle Managers
4.1.2.1 work at middle levels of the organization and are responsible for business units and major departments
4.1.2.1.1 Responsible for: implementing the overall strategies and policies defined by top managers (more conceded with the near future rather than long range planning)
4.1.3 Project Manager
4.1.3.1 responsible for: a temporary work project that involves the participation of people from various functions and levels of the organization and perhaps from outside the company as well
4.1.4 First-line Managers
4.1.4.1 responsible for: the production of goods and services (are the first or second level of management and have titles as supervisor line manager, section chief and office manager), teams and non-management employees
4.2 Horizontal Differences
4.2.1 Functional managers
4.2.1.1 responsible for departments that perform a single functional task and have employees with similar training skills (includes advertising, sales, HR, finance, manufacturing, and accounting)
4.2.2 Line managers
4.2.2.1 responsible for the manufacturing and marketing departments that make or sell the product or service
4.2.3 Staff managers
4.2.3.1 in charge of departments such as finance and HR that support line departments
4.2.4 General Managers
4.2.4.1 responsible for several departments that perform different functions (and a self-contained division)
5 Managing in Small Businesses & Nonprofit Organizations
5.1 Managers in small companies- see their most important role as a spokesperson to promote a growing company
5.2 Entrepreneur role
5.2.1 critical in small businesses, managers have to be innovative
5.3 Financial resources for nonprofit organizations: typically come from govt. appropriations, grants, and donations
5.4 Managers have to measure intangibles:
5.4.1 improve public health, make a difference in the lives of the disenfranchised, increase appreciation for the arts
5.5 Innovative Management for the New Workplace: rapid environmental shifts
5.5.1 Turbulent Forces
5.5.1.1 dramatic advances in technology, globalization, shifting social values, changes in the workplace
5.5.1.1.1 Internet, electronic communication

Annotations:

  • Exhibit 1.9 The Tranisition to a New Workplace
5.5.2 New Workplace Characteristics
5.5.2.1 old workplace: characterized by routine, specialized tasks, and standardized control procedures
5.5.2.2 Individuals- concentrate on doing their own specific tasks
5.5.2.3 Managers: are cautious about sharing knowledge and information across boundaries
5.5.2.4 The organization: controlled through a vertical hierarchy, w/ decision making authority residing with upper level managers
5.5.2.5 New Workplace
5.5.2.5.1 Work is free flowing and flexible and knowledge is widely shared, work is often virtual "never really come to work"
5.5.2.5.2 Interim managers: who are not affiliated with a specific organization but work on a project by project basis

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