Basic in Management Essay example

Basic in Management Essay example Basic in Management Essay example resume basic in management as per Robbins, S., Coulter, M., Langton N. (2009) Management. 9th ed. pearson canada inc. toronto, on Week 1 Managerial concerns Efficiency (mean): doing the right thing Low resource waste (high efficiency) Effectiveness (ends): doing thing right High goal attainment (high effectiveness) Managerial function (to achieve organisation’s stated purpose) affected by culture Performing duties to efficiently and effectively coordinate the work of others Planning: degree of risk, plan developed by individual or team, degree of environmental scanning that management will engage Organizing: who much autonomy into employees jobs, task perform by individual or in team, degree that different managers interact with each other Leading: degree of concerns with employees job satisfaction, what leadership style is appropriate, if disagreement even constructive ones should be eliminated Controlling: impose external control or allow employees to control their own actions, criteria in employee’s performance evaluation, repercussion from exceeding budget Management role Interpersonal roles Informational roles Decisional roles Management skills Technical Human Conceptual Challenge to managing Ethics Workforce diversity Globalisation (international organisation) Costumers (create a customer-responsive culture: hire right employee, few rigid rules, empower employee, encourage listening skills, clarity of roles, have conscientious employee Innovations: nothing is more risky than not innovating Knowledge management :cultivation of a learning culture, encourage knowledge charing Type of e-business E-business-enhanced organisation (units within traditional organization) E-business-enabled organisation (tools and app. Used within traditional organization) Total e-business organisation (organisation’s entire work processes revolve around e-business model) Week 2 Manager how much control? Probably between omnipotent and symbolic views The omnipotent view: directly responsible for success or failure The symbolic view: limited effect on outcomes because of a large number of factors outside their control The organisational culture: The way we do things around here. Attention to details: employees are expected to exhibit precision, analysis and attention to details Outcome orientation: manager focus on result or outcomes rather than how these outcome are acheived People orientation: take into account the effect on people Team orientation: work is organise around team rather than individual Aggressiveness: employees are aggressive and competitive rather than cooperative Stability: maintaining the status quo Innovation and rick taking: employees are encourage to be innovative and take risk Factor affecting strength of culture Size of organisation Age of the organisation Rate of employer turnover Strength of original culture Clarity of cultural values and beliefs Strong culture (make it easier for managers to achieve organisation goals) Create stronger employee commitment to the organisation Aids in recruitment High organisation performance by promoting employee initiative Employees learn culture by Stories Rituals Material symbols Language Managers can create ethical, innovative and customer-responsive culture Ethical culture High risk tolerance Low to moderate aggressiveness Focus on mean as well as outcomes Tips: be a visible role model, communicate ethical expectation, provide ethic training, visibly reward ethical and punish unethical acts, provide confidentiality Creating Innovative culture Challenge and involvement Freedom Trust and openness Idea time Playfulness/humor Conflict resolution Debates Risk taking Environment External: forces or institutions that can affect organisation’s performance Public pressure, suppliers, competitor, customers Specific: external forces that have a direct and immediate impact General: economics, socio-cultural,