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Summary Pearson management
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Summary of Pearson management chapter 1, 2, 13, 12, 9, 11, 3, 7 and 18
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Samenvatting management ResitChapter 1
Manager
Someone who coordinates and oversees the work of other
people so organizational goals can be accomplished.
Helping others do their work.
Not about personal achievement
Top
man
ager
s
Middle
managers
First-Line Mangers
Nonmanagerial Employees
First-line (or frontline) managers
Manage the work of nonmanagerial employees who typically
are involved with producing the organizational products or
servicing their customers
Supervisors, shift managers, district managers, department
managers and office managers
,Middle managers
Manage the work of first-line managers and can be found
between the lowest and highest levels of the organization.
Mainly responsible for turning company strategy into action
Top managers
Responsible for making organizational-wide decisions and
establishing the plans and goals that affect the entire
organization.
Organization
A deliberate arrangement of people to accomplish some
specific purpose.
Distinct
Purpose
deliberate
People
structure
,What do managers do?
Ensuring that work activities are completed efficiently and
effectively by the people responsible.
Efficiency
Getting the most output from the least amount of inputs or
recourses.
Effectiveness
Often described as “doing the right things,” that is, doing
those work activities that will result in achieving goals.
Planning
When managers engage planning, they set goals, establish
strategies for achieving these goals and develop plans to
integrate and coordinate activities
Managers are also responsible for arranging and structuring
work that employees do to accomplish the organization’s
goals
Organizing
When managers organize, they determine what tasks are to
be done, who is to do them, how the tasks are to be grouped,
who reports to whom and where decisions are to be made.
, Leading function
A manager’s job is to work with and trough people to
accomplish goals
When managers motivate subordinates, help resolve work
group conflicts, influence individuals or teams as they work,
select the most effective communication channel or deal in
any way with employee behavior issues, they are leading.
Controlling
Management function that involves monitoring, comparing
and correcting work performance
Managerial roles
Specific actions or behaviors expected of and exhibited by a
manager
Interpersonal roles
Managerial roles that involve people and other duties that re
ceremonial and symbolic in nature
Informational roles
Managerial roles that involve collecting, receiving and
disseminating information.
Decisional roles
Managerial roles that involve making choices.
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