Deze samenvatting is van Management. Het boek dat gebruikt is heet Management Fifteenth Edition van Stephen P. Robbins en Mary Coulter met de uitgever Pearson. In deze samenvatting zijn de volgende hoofdstukken samengevat: hoofdstuk 1, 2, 3, 4, 9, 11, 13 en 18.
This summary is from Management. ...
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Chapter 1: about managers
Manager = someone who Top managers are responsible for
coordinates and oversee the work making decisions and the
of other people so organisational strategy/ goals
goals can be accomplished
Why managers important in
Organisation has 3 characteristics: organisations?
1. Organization needs their
Distinct Deliberate managerial skills and abilities ->
purpose structure especially in chaotic times
2. Their critical to getting things
People done
3. Managers make an difference in
organization performance
Management is overseeing and
controlling the work of others so it Most important thing in employee
is efficient and effective productivity/ loyalty is the quality of the
relationship between employees and their
Low resource Goal attainment; direct supervisors
waste; Getting doing those
the most output working activities
3 kinds of managerial roles:
from the least that results in 1. Interpersonal roles; involve
amount of achieving goals, people and ceremonial duties ->
resources, ‘Doing ‘doing the right those are figurehead, leader and
things right’ things’ liaison
4 functions of management: 2. Informational roles; involve
collecting, receiving and
1. Planning; setting goals, establish
disseminating information
strategies
(verspreiden) -> those are
2. Organising; arranging and
monitor, disseminator and
structuring work: determining what,
spokesperson
how needs to be done and who is going
3. Decisional roles; revolve around
to do it
making choices -> those are
3. Leading; motivating etc
entrepreneur, disturbance
4. Controlling; checking if things are
handler, resource allocator and
going as planned -> managers
negotiator
monitor and evaluate performance
, Skills required for managers:
1. Technical skills -> especially important for first line managers and less
for top managers
2. Interpersonal skills = work well with other people -> important for all
levels of managers
3. Conceptual skills = to think and conceptualise about abstract and
complex situations -> more important for top managers and less for
first line
Challenges of today/future for managers
1. Technology: everything keeps changing and keeping employees
updated on the new technology is a challenge for managers
2. Disruptive Innovation
3. Social media: it is used on the work floor so managers needs to
understand and manage the power and also the weakness of it
4. Ethics: the long term success of an organization depends on building
trust with customers, clients and employees
5. Political uncertainty: could be tax reform, change in federal laws,
labor laws, minimum wage etc.
6. Customer: employee attitudes and behaviours play a big role in
customer satisfaction -> customer happy is key to succes
4 reasons to study management:
1. The universality of management: it is needed in all types in all kinds of
ways everywhere -> by studying management you be able to correct
poor management
2. Reality of work: once you graduate you are the manager or be you'll
be managed -> you can gain a great deal of insight into the way your
boss behave and how organisations function
3. Rewards from being a manager: you have opportunity to think
creative, work with a lot of people, receive status, big salaries.
4. Gaining insight into life at work
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Chapter 2: Making decisions
These are the 8 steps in a decision-making process:
1. Indentify a problem: a problem = a discrepancy between an existing and
desired condition. There is a slight line between problem and symptoms
and managers should be careful not to confuse them
2. indentify decision criteria: example; if you want to buy something
what are the criteria the product must fulfil
3. Allocate weights to the criteria: not every criteria is equally
important, so to give them a weight you give them the correct
priority
4. Develop alternatives: list the alternatives that could resolve the
problem -> a decision maker should be creative in this step.
5. Analyse alternatives: after listing the alternatives the decision maker
should evaluate each one with the criteria and give them a score.
After this you multiply this with the weighted score
6. Select an alternative: choosing the best outcome alternative
7. Implement the alternative: decision is put in action and you inform
those who are affected, and get their commitment. They are likely to
support more if you took them into the decision making process
8. Evaluate decision effectiveness: involves evaluating if the outcome or
result of the decision has solved the problem
5 perspectives on how managers make decisions:
1. Rational decision making = describes choices that are logical and
consistent and maximise value (to achieve the goal) -> emotions aren't
aloud in the decision
2. Bounded rationality = decision making that is rational but limited by an
individuals ability to process information -> because managers can't
analyse all information on all alternatives -> so managers satisfice
(=solutions that are satisfactory and good enough) rather than maximise.
3. Intuitive decision making = making decisions on the basis of experience,
feelings and accumulated judgment. This can complement both rational
as bounded decision making. A manager who has experience with a
similar situation can decide easier and faster because of the past
experience. And individuals who make decisions based of their feelings
achieve higher decision making performance
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