Manager and management.doc

Manager and managementManager：（p5）A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished .Management Coordinating and oversees the work activities of others so that their activities are completed efficiently and effectively .First-line manager, middle manager and top manager. (concepts & difference)Concepts:First-line manager: Managers at the lowest level of the organization that manage the work of nonmanagerial employees .Middle manager: Managers between the first level and the top level of the organization who manage the work of first-line managers .Top manager : Managers at or near the upper levels of the organization structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization .The four contemporary functions of management: （p9）planning, organizing, leading, and controlling.10 managerial roles developed by Mintzberg. （p11）Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator NegotiateOrganizational culture（p61）The shared values ,principles ,traditions and ways of doing things that influence the way organizational members act.PlanningProgrammed decisions & nonprogrammed decisions（p165） Pd : A repetitive decision that can be handle by a routine approach . Nd :A unique decision that requires a custom-made solution .Purposes of planning (185) First, planning provides direction to managers ang nonmanagers alike Next, planning reduces uncertainty by forcing managers to look ahead, anticipate change ,consider the impact of change,and develop appropriate responses. In addition, planning minimizes waste and redundancy . Finally, planning establishes the goals or standards used in controlling.Strategic management Strategic management（p209）What managers do to develop the organizations strategies.The steps in the strategic management process. （p210）Step1:identifying the organizations current mission,goals,and strategiesStep2:doing an external analysisStep3:doing an internal analysisStep4:formulating strategiesStep5:implementing strategiesStep6:evaluating resultsOrganization Departmentalization (p268) The basis by which jobs are grouped together The concept of product departmentalization, advantages and disadvantagesProduct departmentalization:grouping jobs by product line Advantages:allows specialization in particular products and services Managers can become experts in their industry Closer to customersDisadvantages:duplication（复制）of function Limited view of organizational goals The concept of process departmentalization, advantages and disadvantagesProcess departmentalization:grouping jobs on the basis of product or customer flow.Advantage:more efficient flow of work activitiesDisadvantage:can only be used with certain types of products Organic and mechanistic organization (p275)Organic organization: an organization design thats highly adaptive(适应的) and flexible Mechanistic organization: an organization design thats rigid and tightly controlledContingency factors that influence organizational design (p275) Strategy and structure Size and structure Technology and structure Environmental uncertainty and structureCommunication(p295)Communication process: The seven elements involved in transferring meaning from one person to another Encoding, decoding(译码，解码)Encoding: converting a message into symbolsDecoding:retranslating a senders message Nonverbal communication & body language(p299)Nonverbal communication:communication transmitted without wordsBody language: gestures, facial configurations, and other movements of the body that convey meaning.Human resource management Human resource management process(323) decruitmentHuman resource planning -recruitment-selection-identify and select competent employees-orientation-training-provide employees with up-to-date skills and knowledge-performance management-compensation and benefits-career development-retain competent and high-performing employees Human resource planning(326)Human resource planning is the process by which managers ensure that they have the right number and kinds of capable people in the right places and at the right times.Job descriptions and job specificationsJob descriptions:a written statement that describes a job Job specifications:a statement of the minimum qualifications that a person must possess to perform a given job successfully. Traditional training methods（336）on-the-job -employees learn how to do tasks simply by performing them,usually after the initial introduction to the tasksJob rotation -employees work at different jobs in a particular area ,getting exposure to a variety of tasks Mentoring and coaching Experiential exercises Workbooks/manuals Classroom lecturesManaging change（356）Internal and external force of changeExternal change : the marketplace governmental laws and regulations technology the fluctuation in labor markets economic changesInternal change:a redefinition or modification of an organizations strategy a organizations workforce the introduction of new equipment employee attitude such as job dissatifactionMotivation （454 ） Theory X and theory Y 454 X:the assumption that employees dislike work ,are lazy ,avoid responsibility ,and must be coerced to perform Y:the assumption that employees are creative,enjog work ,seek responsibility.and can exercise self-direction ,Maslows hierarchy of needs theory 457Need for achievement Need for powerNeed for affiliationLeadership (422) P488Managers and leaders (difference)Leaders: someone who can influence others and who has managerial authorityManagers:A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished . The University of Iowa studies (laissez-faire, democratic, autocratic)p424laissez-faire style: giving group freedo