MGMT 301 R. Johnson
MGMT 301 R. Johnson Management 301
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This 2 page Class Notes was uploaded by Ethan Ezratty on Sunday February 7, 2016. The Class Notes belongs to Management 301 at Pennsylvania State University taught by Professor R. Johnson in Spring 2016. Since its upload, it has received 20 views. For similar materials see Management 301 in Business, management at Pennsylvania State University.
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Date Created: 02/07/16
Chapter 1-‐ Managers & The Management Process Management & Leadership Exercise: Traits of Best Boss / Worst Boss Good Boss: Organized, Open Minded, Understanding, and Discreet Worst Boss: Not organized lazy, pushover, micromanager The Leader / Manager-‐ What do they do? Manager: Administrators, system/structure, maintains, relies on control, short-‐ range view, asks how and when, maintain status Quo Leader: Innovates focus on people, develops, inspires trust, Long range view, asks what and why, challenges status quo Levels Of Management Traditional Pyramid: Top: CEO, Senior Managers, Middle Manager, Line Mananger, Non-‐ Managerial Workers Traditionally pyramids exist golbally in all sectors: -‐Ex: Militry, Religion, Education, Governemt, Business Inverted Levels of MGMT Top: Customers, operatinig workers, team leaders / middle managers, Senior managers, CEO Example Of company that uses INVERTED PYRAMID: -‐ W.L. Gore –CEO Terry Kelly (Female) Roles of Managers: -‐interpersonal, informational, decisional -‐Henry Mintzberg-‐ “The Nature of Managerial Work”-‐ McGill University Interpersonal Role-‐ interacting with other people -‐Figure Head-‐ Person in company who serves in a ceremonial and official role -‐Leader-‐ engages in direct reports -‐Liaison-‐ role to engage externally with customers or outside groups on behalf of company -‐Ex: Ursala Burns-‐ Xerox Informational Role-‐ exchanging and processing information -‐Monitor-‐ external and internal environment of company -‐ Disseminate-‐ -‐Spokesperson-‐ tells company story to outside world -‐Ex: Steve Jobs Apple Decisional Role -‐Negotiator -‐Disturbance Handler -‐Resource Allocator -‐Entrepreneur -‐Ex: Elon Musk-‐ Tesla, SpaceEX Management Process: -‐Planning-‐ setting performance objectives and deciding how to achieve them -‐Controlling-‐ measuring performance and taking action -‐Organizing-‐ arranging tasks / people -‐Leading-‐ inspiring people to work hard to achieve high performance Management & Key Issues Career Issues for Managers & Leadership competencies -‐Globalization -‐Governance -‐Ethics -‐Diversity -‐Self-‐ MGMT -‐Knowledge