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Samenvatting Management, Global Edition, ISBN: 9781292340883 Management (MAN2)
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Summaries from the book Management. Chapters 1 -7 and 13-17. Very helpfull for when you want to make flashcards!
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Test Bank for Management, 15th Edition, (Pearson; March 4, 2020) Stephen P. Robbins Mary A. Coulter, ISBN No; 9781292340883, all 18 Chapters Covered (NEWEST 2024)
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TEST BANK For Management Global, 15th Edition By Stephen P. Robbins, Verified Chapters 1 - 18, Complete Newest Version
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Test Bank For Management, 15th Edition by Mary A. Coulter Chapter1-18
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MANAGEMENTFifteenth edition
Stepthen P. Robbins and Mary Coutler
Chapters 1 to 7 and 13 to 17
,Table of Contents
Chapter 1...................................................................................................................................................................2
Chapter 2...................................................................................................................................................................5
Chapter 3...................................................................................................................................................................9
Chapter 4.................................................................................................................................................................14
Chapter 5.................................................................................................................................................................18
Chapter 6.................................................................................................................................................................20
Chapter 7.................................................................................................................................................................23
Chapter 13...............................................................................................................................................................28
Chapter 14...............................................................................................................................................................32
Chapter 15...............................................................................................................................................................36
Chapter 16...............................................................................................................................................................41
Chapter 17...............................................................................................................................................................48
1
,CHAPTER 1
Manager: Someone who coordinates and oversees the work of other people so that
organisational goals can be accomplished.
Levels of management:
- Top managers
Responsible for making organization-wide decisions and establishing the
strategy and goals that affect the entire organization.
executive vice president, president, managing director, chief operating
officer, chief executive officer.
- Middle managers
Mainly responsible for turning the organization’s strategy into actions
Regional manager, store manager, division manager
- First-line Managers
Manage the work of nonmanagerial employees.
Supervisor, shift manager, district manager, department head, office
administrator.
- Nonmanagerial Employees
Are typically involved with producing the organization’s products or
servicing the organization’s customers.
Organization: Deliberate arrangement of people to accomplish some specific
purpose.
Characteristics of organizations:
- Distinct purpose
Typically expressed through goals the organization seeks to accomplish.
- People
It takes people to preform the work that’s necessary for organizations to
achieve its goals.
- Deliberate structure
all organization develop a deliberate structure within members do their
work.
Why are managers important?:
- Managerial skills and abilities are critical in getting things done.
They create the work system and if thing are not getting done they find out
why and get it back on track.
- Organizations need their managerial skills and abilities in these uncertain,
complex and chaotic times.
managers play an important role in identifying critical issues and crafting
responses
2
, - The quality of the employee-supervisor relationship is the most important
variable in productivity and loyalty.
Management: Involves coordinating and overseeing the work activities of others so
their activities are completed efficiently and effectively.
Efficiency: Getting the most output for the least amount of inputs or resources.
“Doing things right”
Effectiveness: Doing those work activities that will result in achieving goals.
“Doing the right things”
What do managers do?:
- Functions (Fayol)
- Roles (Mintzberg)
- Skills (Katz)
Management functions:
- Planning
Setting goals, establishing strategies and developing plans to coordinate
activities.
- Organizing
Determining what needs to be done, how it will be done and who is to do it.
- Leading
Motivating, leading and any other actions involved in dealing with people.
- Controlling
Monitoring activities to ensure that they are accomplished as planned.
Management roles:
- Interpersonal roles
Figurehead, leader, liaison.
- Informational roles
Monitor, disseminator, spokesperson.
- Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator.
Management skills:
- Technical
Job-specific knowledge and techniques to perform tasks.
- Human
The ability to work well with other people.
- Conceptual
Think and conceptualize about abstract and complex situations.
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