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MGMT 321 - Week 1 Notes

by: Sonia Brosnan

MGMT 321 - Week 1 Notes MGMT 321

Marketplace > University of Oregon > Business > MGMT 321 > MGMT 321 Week 1 Notes
Sonia Brosnan
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About this Document

Here is what we covered Week 1, complete with definitions to know and examples!
Class Notes




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This 2 page Class Notes was uploaded by Sonia Brosnan on Friday April 1, 2016. The Class Notes belongs to MGMT 321 at University of Oregon taught by in Spring 2016. Since its upload, it has received 56 views. For similar materials see Management in Business at University of Oregon.

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Date Created: 04/01/16
Ch. 1 – Nature of Management  Management – the process of assembling sets of resources in a goal-directed manner to accomplish tasks in an organizational setting o Noun: set of individuals who carry out management tasks o These tasks occurring in an organizational/professional setting is important  Ex: Just because a girl plays piano, it does not make her a pianist (must occur in a professional setting)  Goal of management – to develop a sustainable competitive advantage o Ex: Blockbuster’s competitive advantage = to have a huge library, exist everywhere  Unable to sustain this competitive advantage, and as technology changed Netflix and other streaming services ran them out of business  Managerial challenges: o Managing change  Technology  Globalization o Managing resources o Managing strategically o Managing entrepreneurially  History of Management o Frederick Taylor  Link between performance and incentives (higher pay for harder work)  Pay is only part of the reward  Employees should be provided with feedback  Principles of scientific management (use science to study tasks and then be able to increase efficiency)  Ex: Trained Ford’s typist to type even faster through science, trained men to be able to carry more tons  Criticisms: humans were treated as cogs in a machine o Ethan Mayo  “The year they discovered the people”  Workplace lighting and productivity  Worker performance varied but tended to increase over time  Hawthorne effect: employees work harder if they receive added attention  Study design has been criticized, but drew attention to “social man” o Henry Fayol – 4 Functions of Management  Planning: set goals and decide how to achieve them  Organizing: arrange tasks, people, and resources to accomplish the work  Leading: motivate, direct, and influence people to work hard to achieve goals  Controlling: monitor performance, compare it with goals, and take corrective action as needed o Henry Mintzberg – shadowed CEOs and wrote detailed notes about their day-to-day actions  3 Managerial Roles (as told by Mintzberg) o Interpersonal  Managers act as figureheads (attending events as a representative)  Ex: LCB dean attends a basketball game (acts as a representative from the entire LCB)  Leader (influencing and directing)  Ex: LCB dean wants to add a 5 center to the LCB, would appoint and direct a person to do it  Liaison (maintaining contacts) o Informational  Monitor (seeking and gathering information)  Disseminator (ensuring information gets to those who need access to it)  Spokesperson (representing a work product)  Ex: LCB dean talks about a paper an LCB associate wrote o Decisional  Entrepreneur (dealing with new products or opportunities)  Disturbance Handler (settling conflicts among employees)  Resource Allocator (deciding how resources are distributed)  Ex: Office space  Negotiator (representing the organization in mediating agreements)  What skills do managers need? o Technical skills  Having an expertise in something (increases respect) o Interpersonal skills  Persuasion, empathy o Conceptual skills  Logic, reasoning, judgement, analytic ability  It is important to have all 3 skills but conceptual skills are the best predictor of managerial skills and are therefore, the most important


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