Tiêu đề [POM 2024] Kinicki - MGT101 Summary [MOA].pdf ✅

Chapter One The Exceptional Manager: What You Do, How You Do It  Organization  a group of people who work together to achieve some specific purpose Management is defined as 1. The pursuit of organizational goals efficiently and effectively by 2. Integrating the work of people through 3. Planning, organizing, leading, and controlling the organization’s resources  To be efficient means to use resources -people, money, raw materials, and the like - wisely and cost-effectively  To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve organizational goals Example – Efficiency versus Effectiveness  Many companies now use a recorded ―telephone menu‖ of options to answer customer calls  This is efficient for the companies, but not effective  Most consumers prefer a live agent Rewards of Studying Management  Understanding how to deal with organizations from the outside  Understanding how to relate to your supervisors  Understanding how to interact with co-workers  Understanding how to manage yourself in the workplace Rewards of Practicing Management  You and your employees can experience a sense of accomplishment  You can stretch your abilities and magnify your range  You can build a catalog of successful products or services Seven Challenges to Being an Exceptional Manager 1. Managing for competitive advantage – staying ahead of rivals 2. Managing for diversity – the future won’t resemble the past 3. Managing for globalization – the expanding management universe 4. Managing for information technology 5. Managing for ethical standards 6. Managing for Sustainability— The Business of Green 7. Managing for your own happiness & life goals Example – Losing Competitive Advantage: How Did Newspapers Lose Their Way?  First: Giving Away the Product  newspaper proprietors, decided to promote their product by giving it away for free to various Web sites  Second: Relying Too Much on Advertising for Revenue  for decades publishers relied for revenues more on advertising than on readers willing to pay
Managing for Competitive Advantage  Competitive advantage  the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them  Being responsive to customers  Innovation  Quality  Efficiency Managing for Information Technology  By 2015, consumers are projected to spend $1.4 trillion online, a rise of 13.5 % annually  Information technology has facilitated e-business, using the Internet to facilitate every aspect of running a business Implications of e-business  Far-ranging e-management and e-communication  Accelerated decision making, conflict, and stress  Changes in organizational structure, jobs, goal setting, and knowledge management Managing for Sustainability  Sustainability  economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs. What Managers Do: The Four Principal Functions
Pyramid Power: Levels & Areas of Management Pyramid Power: Levels & Areas of Management  Top managers  make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it  Middle managers  implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them  First-line managers  make short-term operating decisions, directing the daily tasks of nonmanagerial personnel  Functional manager  responsible for just one organizational activity  General manager  responsible for several organizational activities Roles Managers Must Play Successfully The manager’s roles: Mintzberg’s useful findings 1. A manager relies more on verbal than on written communication 2. A manager works long hours at an intense pace 3. A manager’s work is characterized by fragmentation, brevity, & variety
Three Types of Managerial Roles  Interpersonal roles  managers interact with people inside and outside their work units  figurehead, leader, liaison  Informational roles  managers receive and communicate information  monitor, disseminator, spokesperson  Decisional roles  managers use information to make decisions to solve problems or take advantage of opportunities  entrepreneur, disturbance handler, resource allocator, negotiator The Entrepreneurial Spirit  Entrepreneurship  process of taking risks to try to create a new empire  Entrepreneur, intrapreneur  Entrepreneur  someone who sees a new opportunity for a product or service and launches a business to try to realize it  Intrapreneur  someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization’s resources to try to realize it How Do Entrepreneurs & Managers Differ  Being an entrepreneur is what it takes to start a business  Being a manager is what it takes to grow or maintain a business The Entrepreneurial Spirit  Necessity entrepreneurs  people who suddenly must earn a living and are simply trying to replace lost income and are hoping a job comes along  Opportunity entrepreneurs  those who start their business out of a burning desire rather than because they lost a job The Skills Exceptional Managers Need  Technical skills  the job-specific knowledge needed to perform well in a specialized field  Conceptual skills  the ability to think analytically, to visualize an organization as a whole and understand how the parts work together  Human skills  the ability to work well in cooperation with other people to get things done The Most Valued Traits in Managers  The ability to motivate and engage others  The ability to communicate  Work experience outside the United States  High energy levels to meet the demands of global travel and a 24/7 world