Summary: Fundamentals Of Management, Global Edition | 9781292056548

Read the summary and the most important questions on Fundamentals of Management, Global Edition | 9781292056548

• 1 Managers and Management

• 1.1 Who are managers and where do they work?

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• What is an organization and what are its 3 characteristics?

  An organization is a systematic arrangement of people brought together to accomplish some specific purpose. 
  The 3 characteristics of an organisation are:
  

  1. Goals
  2. People
  3. Structure 
     

• In what 2 categories are organizational members divided?

  1. Non-managerial employees: people who work directly on a job or task and have no responsibility for overseeing the work of others.
  2. Managerial employees (managers): people who direct and oversee the activities of other people in the organization so that the organizational goals can be accomplished. It's not about personal achievement but about helping others do their work.

• 1.3 3 ways to look at what managers do

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• What are the functions of a manager according to Henri Fayol?

  • Plan
  • Organize
  • Command
  • Coordinate
  • Control

• What are the new management functions?

  1. Planning: defining goals, strategy and sub-plans to coordinate activities.
  2. Organizing: determining what needs to be done, how it is done and who will do it.
  3. Leading: directing and coordinating, motivating, resolve conflicts.
  4. Controlling: monitoring performance, comparing it with goals  and correct if needed.

• What are the 4 critical management skills?

  • Conceptual skills: ability to analyze and diagnose complex situations
  • Interpersonal skills: ability to work with, understand, mentor, and motivate others, both individually and in groups.
  • Technical skills: Job-specific knowledge and techniques needed to perform work tasks.
  • Political skills: ability to build a power base and establish the right connections.

• Is a manager's job the same in a profit vs a non-profit organisation?

  Mostly it is. All managers make decisions, set goals, motivate employees, develop internal political support, etc. Biggest difference is how performance is measured. Profit vs harder to measure.

• Is a manager's job the same in a small (<500 employees) vs a large organization?

  No, there are differences. 
  

  • Small business manager's most important job is spokesperson.
  • Small business manager's least important job is disseminator.
  • Large business manager's most important job is resource allocator. 
  • Large business manager's least important job is entrepreneur.
    

• What are managerial roles and which ones are defined by Mintzberg?

  Managerial roles are specific categories of managerial actions or behaviors expected of a manager. 
  

  1. Interpersonal roles
     - Figurehead
     - Leader
     - Liaison (verbinding)
  2. Informational roles
     - Monitor
     - Disseminator (verspreider)
     - Spokesperson
  3. Decisional roles
     - Entrepeneur
     - Disturbance handler
     - Resource allocator
     - Negotiator

• 1.6 History module

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• What different approaches to management are there?

  • Classical approach
  • Behavioral approach: focuses on the actions of workers, how to motivate them and get the highest performance.
  • Quantitative approach: focuses on the application of statistics, optimization models and other quantitative techniques to make the jobs of managers easier.
  • Contemporary approach: looking at what is happening in the external environment outside the organization. 

• Explain systems approach and open systems.

  Systems approach views systems as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Organizations function as open systems, meaning that they are influenced by and interact with their environment.