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ADMN201 Introduction to Business Studies Mid-Term exam tips new update Athabasca University
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ADMN201 Introduction to Business Studies Mid-Term exam tips new update Athabasca University
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ADMN201 Introduction to BusinessStudies Mid-Term exam tips new
update Athabasca University
,Management
Chapter One:
Good Management has 3 dimensions.
• Management getting work done through others
• Efficiency getting work done with minimum effort, expense or waste
• Effectiveness accomplishing tasks that help fulfill organization objectives
Functions of Management (Henri Fayol)
• According to Fayol, 5 functions of management:
(a) Planning
(b) Organizing
(c) Controlling
(d) Commanding
(e) Coordinating
• List has been updated to 4, dropped coordinating and refer to
commanding as leading
(a) Planning = involves determining organizational goals as
well as a means of achieving them
(b) Organizing = deciding where decisions will be made, who will
do what jobs and tasks, and who will work for whom in the
company
(c) Controlling = monitoring progress towards goal
achievement and taking corrective actions when needed
(d) Leading = involves inspiring and motivating employees to
work hard and to achieve organizational goals
Different Kinds of Managers
(1) Top Manager positions like CEO, COO, CFO, CIO
a. are responsible for the overall direction of the organization.
i. responsible for creating a context for change,
, ii. develop employees’ commitment to the company’s
performance.
iii. create a positive organizational culture through
language and action
iv. responsible for monitoring their business environments
(2) Middle Managers general manager, regional manager, divisional manager.
a. Responsible for setting objectives consistent with top management
goals and fro planning and implementing subunit strategies for
achieving these objectives.
i. plan and allocate resources to meet objectives.
ii. coordinate and link groups, departments and divisions
within a company.
iii. monitor and manage the performance of subunits and of
individual managers.
iv. responsible for implementing the changes or strategies
generated by top managers.
(3) First-Line Managers office manager, shift supervisor, department manager.
a. Non-managerial worker supervision, teaching and training,
scheduling and facilitation
(4) Team Leaders team leader, team contact, group facilitator
a. Managers responsible for facilitating team activities towards
accomplishing a goal
i. facilitation, external relationships and internal relationships
Roles of Managers (Includes Sub-Roles)
• Mintzberg Study concluded managers fulfill three roles
o Managers talk to people
o Gather and give information
o Make decisions
1. Interpersonal Roles face-to-face communication with others.
a. figurehead (play when performing ceremonial duties)
b. leader (play when motivating and encouraging workers to
accomplish organizational objectives)
c. liaison (play when they deal with people outside their units)
2. Informational Roles obtaining and sharing information
a. monitor (play when they scan their environment for information)
, b. disseminator (play when they share information with others in
their department or companies)
c. spokesperson (plays when they share information with people
outside their departments or companies
3. Decisional Roles
a. entrepreneur (play when they adapt themselves, their
subordinates and their units to change)
b. disturbance handler (plays when they respond to severe
problems that demand immediate action)
c. resource allocator (play when they decide who gets the resources)
d. negotiator (play when they negotiate schedules, projects,
goals, outcomes, resources and employee raises)
What Companies Look For In Managers
(1) technical skills specialized procedures, techniques and knowledge required
to get the job done
(2) human skills the ability to work well with others
(3) conceptual skills the ability to see the organization as a whole, understand
how the different parts affect one another and recognize how the company
fits into or is affected by the environment
(4) motivation to manage assessment of how enthusiastic employees are
about managing the work of others
Transition From Employee to Manager
• First Three Months
o be the boss
o formal authority
o manage tasks
o job is not managing people (only hiring and firing)
o most attracted to job because they wanted to be in charge
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