CHAPTER 1: INNOVATIVE MANAGEMENT

FOR A CHANGING WORLD

*1) What is management?

- Management is the attainment of organizational goals in an effective
and efficient manner through planning, orginizing, leading and
controlling organizational resources. And according to Mary Parker
Follet, management is “the art of getting things done through people”
- Managers employ an empowering leadership style
*2) What are the management functions?
There are four functions of management and they are: planning,
orginizing, leading and controlling.
*3) What is the process of management?
There are three steps in the process:
- In the first step, we need some resources for the process such as
human, finance, raw materials, technology, information.
- The second step of the process is the management functions, there are
four functions of management and they are: planning, organizing,
leading and controlling.
+ In planning, we identify goals for future organizational performance
and deciding on the tasks and use of resources needed to attain them.
+ In organizing, we assign tasks, grouping tasks into departments,
delegating authority, and allocating resources across the organization.
+ In leading, we use influence to motivate employees. Leading means
creating a shared culture and values, communicating goals to people
throughout the organization, and infusing employees with the desire
to perform at a high level.
+In controlling, we monitor activities and make corrections.
- The last step are the results, the performances of the process such as
attained goals, products, services, efficiency and effectiveness.
*4) What is organization?
Orginization is the social entity that is goal directed and deliberately
structured.
*5) What is the difference between efficiency and effectiveness?
Effectiveness is the degree to which the organization achieves a stated
goal, or succeeds in accomplishing what it tries to do. Organizational
effectiveness means providing a product or service that customers value.
Organizational effciency refers to the amount of resources used to
achieve an organizational goal. Efficiency pertains to the amount of
resources (raw materials, money, and people) necessarily used to
produce a desired volume of output.
*6) What are the management skills?
There are three catagories of skills:
- Conceptual skills: include the cognitive ability to see the
organization as a whole system and the relationships among its parts.
Conceptual skills involve the ability to think strategically and to identify,
evaluate, and solve complex problems. Conceptual skills are most
important for top managers.
- Human skills: involve the manager’s ability to work with and
through other people and to work effectively as a group member. Human
skills include the ability to motivate, facilitate, coordinate, lead,
communicate, and resolve conflicts. Human skills are essential for
frontline managers who work with employees directly on a daily basis.
- Technical skills: include mastery of the methods, techniques, and
equipment involved in specific functions such as engineering,
manufacturing, or finance. Technical skills also includes specialized
knowledge, analytical ability, and the competent use of tools and
techniques to solve problems in that specific discipline. Technical skills
are most important for first-line managers.
*7) How many management types under vertical differences?
There are 3 different types of management types under vertical
differences:
+ Top managers: are responsible for the entire organization. They are
responsible for setting organizational goals, defining strategies for
achieving them, monitoring and interpreting the external environment,
and making decisions that affect the entire organization. They are
also responsible for communicating a shared vision for the organization,
shaping corporate culture, and nurturing an entrepreneurial spirit that
can help the company innovate and keep pace with rapid change. They
are concerned with long-term planning.
+ Middle managers: are responsible for business units and major
departments. They are responsible for implementing the overall
strategies and policies defined by top managers. Middle managers
generally are concerned with the near future, rather than with long-range
planning.
+ First-line managers: are directly responsible for production of goods
and services. They are responsible for teams and non-management
employees. Their primary concern is the application of rules and
procedures to achieve efficient production, provide technical assistance,
and motivate subordinates.
*8) How many mangement types under horizontal differences?
There are two types of management types under horizontal differences:
+ Functional managers ( includes Line managers and Staff
managers): are responsible for departments that perform specific tasks.
Functional departments include advertising, sales, finance, human
resources, manufacturing, and accounting. Line managers are
responsible for the manufacturing and marketing departments that make
or sell the product or service. Staff managers are in charge of
departments, such as finance and human resources, that support line
departments.
+ General managers: are responsible for several departments that
perform different functions. A general manager is responsible for a self-
contained division.
*9) What are the ten management roles?
- Ten management roles are:
+ Figurehead (Người đại diện có tính biểu tượng)
+ Leader (Người lãnh đạo)
+ Liaison (Người liên kết)
+ Monitor (Nguời giám sát)
+ Disseminator (Người truyền tin)
+ Spokesperson (Người phát ngôn)
+ Entrepreneur (Người khởi xướng kinh doanh)
+ Disturbance Handler (Người giải quyết vướng mắc)
+ Resource Allocator (Người phân bổ nguồn lực)
+ Negotiator (Người đàm phán)
- Ten management roles are divided into three catagories:
+ Interpersonal Category: The managerial roles in this category
involve providing information and ideas.
*Figurehead – Have social, ceremonial and legal responsibilities.
*Leader – Provide leadership for your team, your department or
perhaps your entire organization.
*Liaison – Communicate with internal and external contacts.
+ Informational Category:The managerial roles in this category
involve processing information.
*Monitor – Seek and receive information related to your
organization and industry, look for relevant changes in the environment.
 *Disseminator – Foward information to other orginization members;
send memos and reports, make phone calls . (inside)
*Spokesperson – Transmit information to outsiders through
speeches, reports. (outside)
+ Decisional Category: The managerial roles in this category involve
using information.
* Entrepreneur – Initiate improvement projects; identify new ideas,
delegate idea responsibility to others.
* Disturbance Handler – Handle all the conflicts or crises; resolve
disputes among subordinates.
* Resource Allocator – Allocate funding, as well as assigning staff
and other organizational resources.
* Negotiator – Taking part in, and directing, important negotiations
within your team, department, or organization.
10) Management in small business
- Inadequate management skills is a threat
- Entrepreneurs must promote the business
- The roles for small business managers differ:
+ More important roles: Spokesperson and entrepreneur
+ Less important roles: Leader
11) Management in non-profit organizations
- Apply the four functions of management to make social impact
- More focus on keeping costs low and ensuring the stable budget
- Need to measure intangibles like “improving public health”
- More important roles: Spokesperson, Leader and Resource Allocator
12) What are the new management competencies?
New management competencies include the ability to be an enabler
rather than a controller