Principle of Management.doc

Principle of Management Professor Gordon Weibin Ye 9/15/2016 1. Describe te 5 Management !ompetencies !ompetencies tat are becoming cr"cial in toda#$s fast%paced and rapidl# canging &orld. 1. '(erseeing &or)

2.*ccomplising +as)s ,.Managing -elationsips

.eading

5.Designing

2.Define te  Management "nctions. 1. Planning Planning means identif#ing goals for f"t"re organiati organiational onal performance performance and deciding deciding on te tas)s and "se of reso"rces needed to attain tem. 2. 'rganiing 'rganiing 'rganiing 'rganiing in(ol(es in(ol(es assigning assigning tas)s3 tas)s3 gro"ping gro"ping tas)s tas)s into deparments3 delegating a"torit#3 and allocating reso"rces across te organiation. ,. eading eading is te "se of infl"ence to moti(ate emplo#ees to acie(e organiational goals. eading means creating a sared c"lt"re and (al"es3 comm"nicating comm"nicating goals to people tro"go"t te organiation3 organiation3 and inf"sing emplo#ees &it te desire to perform at a ig le(el. . !ontrolling !ontrolling !ontrolling !ontrolling means means monitoring monitoring emplo#ees4 emplo#ees4 acti(ities3 determining determining &eter te organiations organiations is mo(ing to&ard its goals3 and ma)ing corrections as necessar#.

,. plain te difference difference bet&een efficienc# and effecti(eness effecti(eness and teir importance for organiational organiational  performance  performance 'rganiational 'rganiational effecti(eness effecti(eness is te degree to &ic te organiational organiational acie(es acie(es a stated goal3 goal3 or s"cceeds in accomplising &at it tries to do. 'rganiational effecti(eness effecti(eness means pro(iding a prod"ct or ser(ice tat c"stomers (al"e. 'rganiational efficienc# efficienc# refers to te amo"nt of reso"rces "sed to acie(e an organiational goal. 7t is based on o& m"c ra& material3 mone#3 and people are necessar# for prod"cing a gi(en (ol"me of o"tp"t. fficienc# can be defined as te amo"nt of reso"rces "sed to prod"ce a prod"ct or ser(ice. fficienc# and effecti(eness can bot be ig in te

same organiation.

. Describe tecnical3 "man3 and concept"al s)ills and teir rele(ance for managers. +ecnical s)ills +ecnical +ecnical s)ills incl"de master# of te metods3 tecni8"es3 and e8"ipment in(ol(ed in specific f"nctions s"c as engineering3 man"fact"ring3 or finace. +ecnical s)ills also incl"des specialied )no&ledge3 anal#tical abilit#3 and te competent "se of tools and tecni8"es to sol(e problems in tat specific discipline. "man s)ills s)ills "man "man s)ills in(ol(e te manager4s manager4s abilit# to &or) &it and and tro"g oter people people and to &or) effecti(el# as a gro"p member. "man s)ills are demonstrated in te &a# tat a manager relates to oter people3 incl"ding te abilit# to moti(ate3 facilitate3 coordinate3 lead3comm"nicate3 lead3comm"nicate3 and resol(e conflicts. !oncept"al s)ills !oncept"al !oncept"al s)ills s)ills incl"de incl"de te cogniti(e cogniti(e abilit# abilit# to see te organiation organiation as a &ole s#stem and te relationsips among its parts. !oncept"al s)ills in(ol(e )no&ing &ere one4s team fits into te total organiation and o& te organiation fits into te ind"str#3 te comm"nit#3 and te  broader b"siness b"siness and social en(ironment. en(ironment.

5. Describe management t#pes and te oriontal and (ertical difference bet&een tem. :ertical :ertical Differences Differences  +op managers +op managers are at te top of te ierarc# and are responsible for te entire organiation. Middle managers Middle managers &or) at middle le(els of te organiation organiation and are are responsible responsible for b"siness "nits and ma;or departments. Pro;ect managers Pro;ect managers are responsible for a temporar# &or) pro;ect tat in(ol(es te  participation  participation of people from (ario"s (ario"s f"nctions and le(els le(els of te organiation3 organiation3 and peraps peraps from o"tside te compan# as &ell. irst%line managers irst%line managers are directl# responsible for te prod"ction of goods and ser(ices.

oriontal Differences "nctional managers "nctional managers are responsible for departments departments tat tat perform a single f"nctional tas) and a(e emplo#ees &it similar training and s)ills. General managers General managers are responsible for se(eral departments tat perform different f"nctions.

6. <"mmarie te personal callenges in(ol(ed in becoming a ne& manager. Generalist= !oordinates di(erse tas)s= tas)s= Gets tings done tro"g oters= oters= * net&or) b"ilder= b"ilder= Wor)s Wor)s in igl# interdependent manner.

>. Define 10 roles tat managers perform in organiations. organiations. 7nformational 7nformational 1. Monitor Monitor 2. Disseminator Disseminator ,. . ntreprene"r ?. Dist"rbance Dist"rbance andler 9. -eso"rce *llocator *llocator 10. @egotiator. @egotiator.

?. plain te "ni8"e caracteristic of te manager$s role in small b"siness and nonprofit organiations. Managers in small small b"siness often see see teir teir most important roles as as being a spo)esperson spo)esperson for te  b"siness and acting acting as an entreprene"r. entreprene"r. Managers in nonprofit nonprofit organiations organiations direct teir teir efforts efforts to&ard to&ard generating generating some some )ind )ind of social social impact rater tan to&ard ma)ing mone# for te organiation. Managers in nonprofit organiations often str"ggle &it &at constit"tes effecti(eness.