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Ch.1: Managing & the Manager’s Job

Ch.1: Managing & the Manager’s Job

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Published by coldpassion
Management 230, Unknown author
Management 230, Unknown author

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Published by: coldpassion on Dec 07, 2009
Copyright:Attribution Non-commercial

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05/11/2014

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CH.1: MANAGING & THE MANAGER’S JOB
Organization:
a group of people working together in a structured andcoordinated fashion to achieve a set of goals.
All organizations use four basic kinds of resources (inputs from theenvironment) :
1-
 
Human resources: managerial talent, labor.2-
 
Financial resources: the capital used by the organization to finance bothongoing and long-term operations.3-
 
Physical resources: raw materials, office and productive facilities, andequipment.4-
 
Information: useable data needed to make effective decisions.
*
Managers are responsible for combining and coordinating these variousresources to achieve the organization’s goals.
Basic managerial activities:
1-
 
Planning and decision making 2- Organizing3-
 
Leading 4- Controlling
Management:
a set of activities (planning, decision making, organizing,leading, and controlling) directed at an organization’s resources (human,financial, physical, information) with the aim of achieving organizationalgoals in efficient and effective manner.
Efficient:
using resources wisely and in a cost-effective way.
Effective:
making the right decisions and successfully implementing them.
Manager:
someone whose primary responsibility is to carry out themanagement process.
or :
someone who plans and makes decisions, organizes, leads, and controlshuman, financial, physical, and information resources.
*
The functions of management do not usually occur in a tidy, step-by-stepfashion. A manager is engaged in several different activities simultaneously.
Planning and Decisions Making: Determining courses of actionPlanning:
setting an organization’s goals and deciding
 
how best to achievethem.
Decision making:
a part of the planning process, involves selecting a courseof action from a set of alternatives.
 
 
Planning and decision making help maintain managerial effectiveness byserving as guides for future activities and know how to allocate their time andresources.
Organizing: Coordinating activities and resourcesOrganizing
involves determining how activities and resources are to begrouped.
Leading: Motivating and managing peopleLeading
is
 
the set of processes used to get members of the organization towork together to advance the interest of the organization.
Controlling: Monitoring and evaluating activitiesControlling
is monitoring the organization’s progress toward its goals.
Kinds of Managers:
 
Managing at different levels of the organization
 
 
Managing in different areas of the organization
 
Managing at Different Levels of the OrganizationLevels of management
: the differentiation of managers into three basiclevels- top, middle, and first-line.
Top Managers
 
Titles found in this group include: president, vice president, and chief executive officer (CEO).
 
Create the organization’s goals, overall strategy, and operating policies.
 
Represent the organization to the external environment by meeting withgovernment officials, executives of other organizations, … etc
 
Make decisions about such activities as acquiring other companies,investing in R&D, entering or abandoning various markets, and building new plants.
 
Work long hours and spend most of their time in meeting or on the phone.
Middle Managers
 
The largest group of managers in most organizations.
 
 
Common middle-management titles include: plant manager, operationsmanager, and division head.
 
 
Primarily responsible for implementing the policies and plansdeveloped by top managers and for supervising and coordinating theactivities of lower-level managers.
 
 
 
 
For example, they handle inventory management, quality controlequipment failures, and minor union problems.
 
Coordinates the work of supervisors.
 
 
They are necessary to bridge the upper and lower levels of theorganization and to implement the strategies developed at the top.
 First-Line Managers
 
Supervise and coordinate the activities of operating employees.
 
 
Common titles for first-line managers are: supervisor, coordinators, andoffice manager.
 
 
They oversee day-to-day operations, hire operating employees to staff them, and handle other routine administrative duties.
 
They spend a large proportion of their time supervising the work of subordinates.
Managing at Different Areas of the OrganizationAreas of management:
managers can be differentiated into marketing,financial, operating, human resource, administration, and other areas.
Marketing Managers
 
Getting consumers and clients to buy the organization’s products or services.
 
Areas that are related to the marketing function: new productdevelopment, promotion, and distribution.
Financial Managers
 
Dealing primarily with an organization’s financial resources.
 
 
Responsible for activities such as accounting, cash management, andinvestments.
 
 
In some businesses, such as banking and insurance, financial managersare found in large numbers.
 Operations Managers
 
Creating and managing the systems that create an organization’s products and services.
 
Responsibilities of operations manager include production control,inventory, control, quality control, plant lay out, and site selection.
Human Resources Manager
 
Responsible for hiring and developing, recruiting and selectingemployees, training and development, designing compensation and

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