midterm multiple choice

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Management 11e Griffin

Describe the nature of management, define management and managers, and characterize their importance to contemporary organizations.

Identify and briefly explain the four basic management functions in organizations.

Describe the kinds of managers found at different levels and in different areas of the organization.

Identify the basic managerial roles that managers play and the skills they need to be successful.

Discuss the science and the art of management, describe how people become managers, and summarize the scope of management in organizations.

Characterize the new workplace that is emerging in organizations today.

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Learning Objectives

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What Is an Organization?

A group of people working together in a structured and coordinated fashion to achieve a set of goals.

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Types of Organizational Resources

Physical Resources

Human Resources

Information Resources

Financial Resources

Organizational Resources

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Managers are responsible for combining and coordinating human, financial, physical, and information resources to achieve the organization’s goals.

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Organizational Resources

Human resources

Managerial talent and labor

Financial resources

Capital investments to support ongoing and long-term operations

Physical resources

Raw materials; office and production facilities, and equipment

Information resources

Usable data, information linkages

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Organization resources include human, financial., physical, and information resources.

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Organization	Human Resources	Financial Resources	Physical Resources	Information Resources
Royal Dutch/ Shell Group	Drilling platform workers Corporate executives	Profits Stockholder investments	Refineries Office buildings	Sales forecasts OPEC proclamations
Michigan State University	Faculty Administrative staff	Alumni contributions Government grants	Computers Campus facilities	Research reports Government publications
New York City	Police officers Municipal employees	Tax revenue Government grants	Sanitation equipment Municipal buildings	Economic forecasts Crime statistics
Susan’s Corner Grocery Store	Grocery clerks Bookkeeper	Profits Owner investment	Building Display shelving	Price lists from suppliers Newspaper ads for competitors

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1.1 Examples of Resources Used by Organizations

Examples of resources used by managers in four very different kinds of organizations are shown in Table 1.1.

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What is Management?

A set of activities

planning and decision making, organizing, leading, and controlling

directed at an organization’s resources

human, financial, physical, and information

with the aim of achieving organizational goals in an efficient and effective manner.

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1.1 Management in Organizations

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The Basic Purpose of Management

EFFICIENTLY Using resources wisely and in a cost-effective way

EFFECTIVELY Making the right decisions and successfully implementing them

And

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What is a Manager?

Someone whose primary responsibility is to carry out the management process.

Plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.

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The Manager’s Job

Plan:

A manager cannot operate effectively unless he or she has long range plans.

Organize

When there is more than one employee needed to carry out a plan, then organization is needed.

Control

Develop a method to know how well employees are performing to determine what has been and what still must be done.

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1.2 The Management Process

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The Management Process

Planning and Decision Making: Determining goals and courses of action

Organizing: Coordinating activities and resources

Leading: Motivating and managing people

Controlling: Monitoring and evaluating activities

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1.3 Kinds of Managers by Level and Area

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Kinds of Managers by Level

Top Managers

are the small group of executives who manage the overall organization. They create the organization’s goals, overall strategy, and operating policies.

Middle Managers

are primarily responsible for implementing the policies and plans of top managers. They also supervise and coordinate the activities of lower level managers.

First-Line Managers

supervise and coordinate the activities of operating employees.

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Kinds of Managers by Area

Human Resources Managers

Administrative Managers

Specialist Managers

Kinds of Managers by Area

Marketing Managers

Financial Managers

Operations Managers

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Kinds of Managers by Area

Marketing Managers

work in areas related to getting consumers and clients to buy the organization’s products or services—new product development, promotion, and distribution.

Financial Managers

deal primarily with an organization’s financial resources—accounting, cash management, and investments.

Operations Managers

are involved with systems that create products and services—production control, inventory, quality control, plant layout, site selection.

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Kinds of Managers by Area (cont’d)

Human Resources Managers

are involved in human resource activities.

Administrative Managers

are generalists familiar with all functional areas of management and are not associated with any particular management specialty.

Other Kinds of Managers

hold specialized managerial positions (e.g., public relations managers) directly related to the needs of the organization.

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Basic Managerial Roles and Skills

Regardless of level or area, all managers must play certain roles and exhibit specific skills in order to be successful.

Managers:

Do certain things.

Meet certain needs.

Have certain responsibilities.

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Lights, Roll Camera, Manage !!!

Interpersonal Roles

Informational Roles

Managerial Roles

Decisional Roles

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Managerial Roles (Mintzberg)

Interpersonal Roles

Figurehead, leader, and liaison roles involve dealing with other people.

Informational Roles

Monitor, disseminator, and spokesperson roles involve the processing of information.

Decisional Roles

Entrepreneur, disturbance handler, resource allocator, and negotiator are managerial roles primarily related to making decisions.

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Category	Role	Sample Activities
Interpersonal	Figurehead	Attending ribbon-cutting ceremony for new plant
	Leader	Encouraging employees to improve productivity
	Liaison	Coordinating activities of two project groups
Informational	Monitor	Scanning industry reports to stay abreast of developments
	Disseminator	Sending memos outlining new organizational initiatives
	Spokesperson	Making a speech to discuss growth plans
Decisional	Entrepreneur	Developing new ideas for innovation
	Disturbance handler	Resolving conflict between two subordinates
	Resource allocator	Reviewing and revising budget requests
	Negotiator	Reaching agreement with a key supplier or labor union

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1.2 Ten Basic Managerial Roles

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What Skills Do Managers Need?

Technical

Conceptual

Communication

Time Management

Decision Making

Diagnostic

Interpersonal

Fundamental Management Skills

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Managerial Skills

Technical

To accomplish or understand the specific kind of work being done in an organization.

Interpersonal

To communicate with, understand, and motivate both individuals and groups.

Conceptual

To think in the abstract.

Diagnostic

To visualize the appropriate response to a situation.

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Managerial Skills (cont’d)

Communication

To convey ideas and information effectively to others and to receive the same effectively from others.

Decision-Making

To recognize and define problems and opportunities and then to select an appropriate course of action to solve problems and capitalize on opportunities.

Time-Management

To prioritize work, to work efficiently, and to delegate appropriately.

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Management: Science or Art?

The Science of Management

Assumes that problems can be approached using rational, logical, objective, and systematic ways.

Requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems.

The Art of Management

Making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights.

Using conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities.

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Management Challenge Question

What do you say to your boss when your boss wants you to make the numbers fit the forecast?

What do you want the numbers to be?

Which numbers are right? which are wrong?

No problem. If anyone asks, I’ll say that I deferred to your judgment and am using your numbers.

What are the consequences if I refuse to do that?

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1.4 Sources of Management Skills

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The Scope of Management

For-Profit Organizations

Large businesses

Industrial firms, commercial banks, insurance firms, retailers, transportation firms, utilities, communication firms, service organizations

Small businesses and start-up businesses

International management

Not-for-Profit Organizations

Governmental organizations—local, state, and federal

Educational organizations—public and private schools, colleges, and universities

Healthcare facilities—public hospitals and HMOs

Nontraditional settings—community, social, spiritual groups

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You’re the Manager

The Situation:

The group manager that you replacing has remained on job for a short time to train you, however he did not actively involve you in daily operations. He departs permanently after today’s meeting.

Morale is low because the group manager has been running a one-person show with no significant delegation or participation by other employees.

The overall performance of the group appears to be far below its current capabilities.

What will you do first?

After that, what will you do next?

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organization

management

effective

efficient

manager

decision making

organizing

leading

controlling

levels of management

areas of management

interpersonal roles

informational roles

decisional roles

technical skills

interpersonal skills

conceptual skills

diagnostic skills

communication skills

decision-making skills

time-management skills

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