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| 2 things good managers are |
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effective- do the right things; achieve goals efficient- do things right, lower costs |
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ØThe process of planning, organizing, leading, and controlling a firm’s financial, physical, human, and information resources to achieve its goals |
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ØDetermining firm’s goals ØDeveloping strategy for achieving goals ØDesigning tactical and operational plans for implementing the strategy |
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vPrepare organizational charts to help everyone understand roles and reporting relationships |
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ØGuiding and motivating employees to meet the organization’s objectives presidential election |
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ØMonitoring a firm’s performance to make sure that it is meeting its goals too much control? |
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ØResponsible for the overall performance of the firm president vice pres... |
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ØImplement strategies and work toward goals set by top managers vPlant manager hardest place to be |
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Ø: Work with and supervise employees vSupervisor, |
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| HR, marketing finacial operations info other |
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time management- most difficult conceptual skills- top level technical skills- first line needs most human relation skills- no matter what management you need |
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| global- Understand foreign markets, cultural differences, and the motives and practices of foreign rivals |
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| ability to look 5+ years from now |
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| a statement of how a business will achieve its funadmental purpose |
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| different levels and purposes of goal setting |
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long term: 5+ years intermediate goals: 1-5 years short term (tactical) goals: one year or less provides direction and allocates resources |
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assessing internal strengths and weaknesses and external opportunities and threats walmart-cheap, get sued |
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strategic plans tactical plans |
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5+ years reflect decisions about resource allocations, company priorities, and the steps needed to meet strategic goals less than one year, shorter term plans for implementing specific aspects of the company's strategic plans |
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| backup plan, planning for change, seeks to id in advance important aspects of a business or its market that might change and the ways in which a company will respond to changes |
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involves an organization's methods for dealing with acrisis- an unexpected emergency requiring immediate response atm virginia tech code maroon |
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| good fit for me? is the shared experiences, stories, beliefs and norms that charactrize an organization |
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| stages in the change process |
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at the highest level analysis of the company's environment highlights extensive change as the most effective response to its problem supported at the highest level |
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top management developed stratesies=plan leading, motivating when moral is low control- this was the goal, how did it go |
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2nd most powerful=assistant specification of the jobs o be done within an organizationa dn the ways in which those jobs relate to one another |
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| determinants of organizational structure |
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mission strategy size internal external |
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| division of work; job specialization- artist by disney, doctors |
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product(gmills, Jand J) process (pickles) functional(ritz carlon, accounting dep) customer (dillards) geographic( sales, south region, tgif) |
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| establishment of decision making heirarchy |
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distributing authority: delegation:assgning tasks centralization:upper management retains authority (mcD, top to bottom, military) decentralization: lower-level managers make decisions (bottom makes deicisions) |
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| flat organizational structure |
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law firm wide spans of control-walmart few layers of mgmt |
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| tall organizational structure |
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| military narrower spans of control |
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the prcess through which manager allocates works to subordinates responsibility-duty to perform authority-power accountability- the obligation of employees to successfully complete the tast CAN"T DELEGATE |
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line authority staff authority committee adn team authority |
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- authority that flows up and down the chain of command assist and advise- HR adn legal authority granted to committees or work teams that play central roles in firms daily operations |
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relationships between group functions and asctivies basic business functions- marketing |
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martha steward- organizaed along two dimensions disadvantage: loss of command and control, lack of accountability, impermanent existence |
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everyday social interactions among employees that transcend formal jobs and job interrelationships may reinforce the formal rganization |
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groups of people who decide to interact among themselves, sometimes about business grapevine |
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3m creating and maintaining the innovation and flexibility of a small business environment withn the confines of a large, bureaucratic structure |
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ritz= customer service and functionally xerox=teams, customener business unit,something minded general mills=produce lins TGIF= region |
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