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MGMT 301 R. Johnson

by: Ethan Ezratty

MGMT 301 R. Johnson Management 301

Ethan Ezratty
Penn State
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About this Document

These are the notes from January 18- 22. Material will be tested on test 1
Management 301
Professor R. Johnson
Class Notes
MGMT301, mgmt, PSU




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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    


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