This is a 5-6 pages eassy about management called Interview Experience and Synthesis Paper.

Management

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LEARNING OUTCOMES

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1 Describe what management is

2 Explain the four functions of management

3 Describe different kinds of managers

4 Explain the major roles and subroles that managers perform in their jobs

5 Explain what companies look for in managers

LEARNING OUTCOMES

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6 Discuss the top mistakes that managers make in their jobs

7 Describe the transition that employees go through when they are promoted to management

8 Explain how and why companies can create competitive advantage through people

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Management

• Getting work done through others • Efficiency: Getting work done with minimum

effort, expense, or waste • Effectiveness: Accomplishing tasks that help

fulfil organizational objectives • Functions

• Planning • Organizing • Leading • Controlling

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Kinds of Managers

• Top managers: Executives responsible for the overall direction of the organization • Chief executive officer (CEO) • Chief operating officer (COO) • Chief financial officer (CFO) • Chief information officer (CIO)

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Kinds of Managers

• Middle managers • Responsible for:

• Setting objectives consistent with top management’s goals

• Planning and implementing subunit strategies for achieving the objectives

• Plant manager, regional manager, or divisional manager

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Kinds of Managers

• First-line managers • Train and supervise the performance of

nonmanagerial employees who are responsible for producing a company’s goods and services • Responsibilities - Monitoring, teaching, and

short-term planning • Office manager, shift supervisor, or department

manager

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Kinds of Managers

• Team leaders: Managers responsible for facilitating team activities toward goal accomplishment • Help team members:

• Plan and schedule work • Learn to solve problems • Work effectively with each other

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Managerial Roles

• Interpersonal • Figurehead: Managers perform ceremonial

duties • Leader: Managers motivate and encourage

workers to accomplish organizational objectives • Liaison: Managers deal with people outside

their units

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Managerial Roles

• Informational • Monitor: Managers scan their environment for

information • Disseminator: Managers share the collected

information with their subordinates and others in the company

• Spokesperson: Managers share information with people outside their departments or companies

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Managerial Roles

• Decisional • Entrepreneur: Managers adapt themselves,

their subordinates, and their units to change • Disturbance handler: Managers respond to

pressures and problems that demand immediate attention and action

• Resource allocator: Managers decide who gets what resources and in what amounts

• Negotiator: Managers negotiate schedules, projects, resources, and employee raises

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Skills of Managers

• Specialized procedures, techniques, and knowledge required to get the job done

Technical skills

• Ability to work well with others

Human skills

• Ability to: • See the organization as a whole, understand how the different parts affect

each other • Recognize how the company fits into or is affected by its environment

Conceptual skills

• Assessment of the enthusiasm of employees in managing other’s work

Motivation to manage

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Exhibit 1.5 Top Ten Mistakes Managers Make

Source: M. W. McCall, Jr., and M. M. Lombardo, “What Makes a Top Executive?” Psychology Today, February 1983, 26–31.

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Competitive Advantage Through People

• Employment security • Employees can innovate and increase the

profitability of an organization without the fear of losing their job

• Selective hiring • Companies need to hire the best talent due to

the presence of employment security • Self-managed teams

• Produce high productivity through increased employee commitment and creativity

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Competitive Advantage Through People

• Decentralization • Allows employees closest to problems,

production, and clients to make timely decisions • High wages contingent on organizational

performance • High remuneration helps an organization attract

talented employees and retain existing employees

• High wages indicates that the organization values its employees

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Competitive Advantage Through People

• Training and skill development • Companies need to invest resources in the

training employees to ensure skill development • Reduction of status differences

• Leads to employees concentrating on work related issues rather than biases and prejudices of the management

• Sharing information • Helps employees participate in the decision

making process

SUMMARY

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• Functions of management are planning, organizing, controlling, and leading

• Kinds of managers are top, middle, first- line, and team leaders

• Managerial roles include interpersonal, informational, and decisional roles

• Technical, human, and conceptual skills are essential for managers

KEY TERMS

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• Management • Efficiency • Effectiveness • Planning • Organizing • Leading • Controlling • Top managers • Middle managers

• First-line managers • Team leaders • Figurehead role • Leader role • Liaison role • Monitor role • Disseminator role • Spokesperson role • Entrepreneur role

KEY TERMS

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• Disturbance handler role • Resource allocator role • Negotiator role • Technical skills • Human skills • Conceptual skills • Motivation to manage

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