MIDTERM EXAM - REVIEW

Chapter 1 - Management

• Management is getting work done through others.

• Efficiency is getting work done w/ minimal effort, expense or
waste.
• Effectiveness is accomplishing tasks that help fulfill
organizational objectives such as customer service and

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satisfaction.

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• In the world of e-commerce, shipping and delivery are key

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components of the online shopping experience and can make or

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break an online retailer’s reputation. When a surge in online
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holiday shopping overwhelmed UPS, this caused tens of
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thousands of late deliveries. The online retail giant, Amazon,
began experimenting with its own fleet of delivery vehicles in
a limited number of cities, as well as more “out of the box”
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options like using a crowdsourced network of drivers to make

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deliveries on their way to their destinations, as well as

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arrangements with some retailers to store packages.

• Managers need to perform five (5) managerial functions in
order to succeed, according to Fayol: planning, organizing
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coordinating, commanding and controlling.

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• Studies indicate that managers who perform these management

functions well are more successful, gaining promotions for
themselves and profits for their companies.
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1. Planning — involves determining organizational goals as well

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as means for achieving them. It encourages people to work

harder, to work hard for extended periods, to engage in
behaviours, directly related to accomplishing goals, and to
think of better ways todo their jobs. Most importantly,
companies that plan have larger profits and faster growth than
companies that don’t plan.
2. Organizing — deciding where decisions will be made, who will
do what jobs and tasks, and who will work for whom in the
company. The organizational structure of a company can have a
major impact on its ability to handle decisions and execute

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 effectively, which is why managers will often examine the
organization and, when necessary, make changes or suggest a
reorganization of the company’s structure.
3. Controlling — monitoring process toward goal achievement and
taking corrective action when progress isn’t being made. The
basic control process involves setting standards to achieve
goals, comparing actual performance to those standards, and
then making changes to return performance to those standards.

Types of Managers:

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1. Top managers hold positions like Chief Executive Officer

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(CEO), Chief Operating Officer (COO), Chief Financial Officer

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(CFO), and Chief Information Officer (CIO), and are

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responsible for the overall direction of the organization. Top

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managers have many responsibilities. Many believe that the
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most critical time for a CEO is the first 100 days.
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a. They are responsible for creating context for change.
b. Developing employees’ commitment to and ownership of the
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company’s performance. That is, top managers are responsible

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for creating employee buy-in.

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c. Managers must create a positive organizational culture through

lessons through what they do and say to others both inside and
outside the company. Above all, no matter what they
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communicate, it is critical for CEOs to send and reinforce

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clear, consistent messages.

2. Middle managers hold positions like plant manager, regional
manager, or divisional manager. They are responsible for setting
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objectives consistent w/ top management’s goals and for planning

and implementing subunit strategies for achieving those
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objectives.
a. A specific mile management responsibility is to plan and
allocate resources to meet objectives.
b. A second major responsibility is to coordinate and link
groups, departments, and divisions within a company.
c. A third responsibility of middle management is to monitor and
manage the performance of subunits and of individual managers.
Capitalizing on advances in customer relationship management
(CRM) technology, Canada’s upscale menswear retail chain,

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 Harry rosen Inc., continues to invest in software systems to
help manage store operations and allow sales associates to
better manage customer relationships.
d. Implementing changes or strategies generated by top managers.
3. First-Line managers hold positions like office manager, shift
supervisor, or store or department manager, and are usually the
only managers that do not supervise other managers.
a. The primary responsibility of first-line managers are expected
to train, monitor, encourage, and reward the performance of
frontline workers to ensure organizational objectives are
achieved and quality is maintained.
4. Team leader is a form of management developed as companies

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shift to self-managed teams, which by definition have no formal
supervisor. In traditional management hierarchies, supervisors

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or first-line managers are usually involved w/ overseeing the
quality of employee performance, resolving conflicts within the

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workplace, completing administrative tasks, and in some cases,
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hiring and firing employees. In the team leader structure, team
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members perform nearly all the functions traditionally performed
by the first-line managers under the direction of a team leader.
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a. responsible for facilitating team activities toward

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accomplishing a goal. However, this doesn’t mean that team

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leaders are responsible for team performance — the team is.

Team leaders help their team members by developing timelines,
delegating work to members of the team, providing project
information to supervisors, and giving updates on the team’s
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progress and the project’s status. If problems or conflicts

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arise, the team leader is expected to help team members

address the issue quickly and effectively.
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Managerial Roles:
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Henry Mintzberg concluded that managers fulfill three major

roles while performing their jobs:
1. Interpersonal roles:
a. Figurehead role, managers perform ceremonial duties like
greeting company visitors, speaking at the opening of a new
facility, or representing the company at a community luncheon
to support local charities.

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 b. Leader role, managers motivate and encourage workers to
accomplish organizational objectives. Individuals assuming the
leader role can be found in business, government, and in non-
profit organizations.
c. Liaison role, managers play when they deal w/ people outside
their units.
2. Informational role:
a. Monitor role, the informational role managers play when they
scan their environment for information.
b. Disseminator role: the informational role managers play hen
they share information w. others in their departments or
companies.

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c. Spokesperson role: the informational role managers play when

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they share information w. people outside of the company.

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3. Decisional role:

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a. Entrepreneur role: the decisional role managers play when
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they adapt themselves, their subordinates, and their units to
change.
b. Disturbance handler role: the decisional role managers play
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when they respond to severe problems that demand immediate

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action.
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c. Resource allocator role: the decisional role managers play

when they decide who gets what resources.
d. Negotiator role: the decisional role managers play when they
negotiate schedules, projects, goals, outcomes, resources, and
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employee raises.
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Management skills
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1. Technical skills the specialized procedures, techniques, and

knowledge required to get the job done.
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• Technical skills are most important for team leaders and lower
level managers because they supervise the workers who produce
products or serve customers.

• Team leaders and first-line managers need technical knowledge

and skills to train new employees and help employees solve
problems, and to troubleshoot problems that employees can’t
handle. Technical skills

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 become less important as managers rise through the managerial
ranks, but they are still important.

2. Human skills: the ability to work well with others.

• Managers with people skills work effectively within groups,
encourage others to express their thoughts and feelings, are
sensitive to others’ needs and viewpoints, and are good
listeners and communicators. Human skills are equally important
at all levels of management, from first-line supervisors to
CEOs. However, because lower-level managers spend much of
their time solving technical problems, upper-level managers may
actually spend more time dealing directly with people

3. Conceptual skills: the ability to see the organization as a

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whole, understand how the different parts affect one another,

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and recognize how the company fits into or is affected

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by its environment.

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• Conceptual skills increase in importance as managers rise
through the management

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hierarchy.
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• Intelligence makes so much difference to managerial performance
that
managers with above-average intelligence typically outperform
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managers of average intelligence by approximately 48 percent.

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Mistakes managers make:

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• Career “derailment” (related to the metaphor of a train coming

off the track)—being demoted or fired, or finding themselves
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involuntarily stuck on a management plateau and performing

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below their level of expected achievement.

• Leadership derailment occurs in a situation when leaders who
progress upward by capitalizing on their key strengths suddenly
fail to develop more widely and are unable to deliver results
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when confronted by challenges that require a broader range of

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capabilities.

Problems that lead to derailment:

1.Difficulty in changing or adapting—they are resistant to
change, and have trouble learning
from mistakes and developing.

2. Problems with interpersonal relationship—they find it hard to

develop good working relations with others.

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 3. Failure to build and lead a team—they experience difficulties
in selecting and building a team.

4. Failure to meet business objectives—they are challenged in

following up on promises and completing jobs.

5. Too narrow a functional orientation—they lack depth to manage

outside of their current function.

Solutions to prevent derailment:

1.Executive coaching: Equipping managers with the tools,

knowledge, and opportunities they need to develop themselves and
become more effective will help them better cope with the

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challenges that are likely to confront them in their higher job

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positions:

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a. Leadership training

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b. Self-awareness: Creating effective management processes and
feedback.

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