...Organizations Behaviour, Structure, Processes The Manager’s Job in Context Introduction Organizations is defined as a system of people who are engaged in cooperative action, working together to reach an agreed-upon purpose (2002). Organizational behavior is defined as actions and attitudes of people in organizations. Studying organizational behavior is essential to managers because it helps tem to identify problems, determine how to correct them, and establish whether the changes would make a difference. Organizational structure refers to how an organization is put together. Structure reflects some of the underlying ways that people interact with one another in and across jobs or departments (2002). Every organization is organized into separate functions, which perform specific duties and activities. These processes offer identity for employees and provide them a connection within the organization. Organizational processes must be logical, streamlined paths to the achievement of goals. This report analyzes the behavior, structure and process of McDonald’s. The report focuses on the role of the manager in the organization and the interdependency that occurs between him/her and the people and groups in McDonald’s. Restaurant Manager: McDonald’s Requirements of the Job Experience in a management or supervisory capacity in a restaurant, hospitality or retail environment Two years of college or related experience Reliable Transportation Open/flexible Schedule...
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...1.0 Introduction 1.1 Facts About Managerial Work There are four myths about the manager's job, the fact that do not bear scrutiny. Folk tales: the manager is a reflective, plan of the system. The problem of the evidence is overwhelming, but it didn't support the claim. Fact: research shows that the manager's job at a relentless pace, their activity type, the characteristic is concise and discontinuous, their strong action and don't like the reflection. Consider the evidence: Half of the activities engaged in by the chief executive of five research lasted less than nine minutes, only 10% more than an hour. 1 according to a study in the United States, they move more PCS/sets of 56 foreman averaged 583, an average of 1 per 48 seconds. 2 working rhythm for chief executives and the foreman is relentless. Chief executive, met a steady stream of phone calls and emails when arrived in the evening, in the morning until they leave. Coffee breaks and lunch are inevitably associated with the job, and often exist subordinates seem to usurp any free time. 2.0 Research on Managerial Work In order to describe the management work, I do my own research, also scanned the result of literary studies from many different sources and my own. These studies have focused on two different aspects of management. Some people worry that the characteristics of the work how long the manager's work, where and at what speed, what kind of interruption, and their work, and through what media communication. Other...
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...The Manager’s Job in Context: Task Description Management is one of the most important parts of a company. This is because it involves a number of the many different roles performed by managers in the management role. In general, the main roles of management are planning, organizing, motivating, and controlling process of an organization. This means that management is a continuous process which is done all throughout the whole production process. This paper focuses on the manager’s job, which in this case is an assistant human resource manager’s job which I held in a previous company I worked in. Description of the Actual Job There a number of requirements for one to be a human resource manager or even an assistant. One of these is the managerial educational background. For many organizations, a human resource manager should have a degree in human resource management while for some require a lower academic qualification. Apart from the educational requirements, a human resource manager should have excellent communication skills (Randhawa, 2007). Managers usually deal with a number of duties and thus good interpersonal skills are important. Ability to make sound decisions is also another very important requirement. Another formal requirement of a human resource manager is the experience (Pravin, 2010). Experience is very important and differs from one company to the other. In the company I worked in as an assistant human resource manager, the main requirement of a human resource...
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...task 1: The manager’s job in context (Individual Report), Worth 20% Due in Week-5; Length: 1800 words The purpose of the task This task is designed to develop your awareness of: * the complexity of the managerial role; * the reliance of a manager on other people both inside and outside the organisation; * the necessary interaction of both informal/interpersonal factors and formal/ organisational factors in fulfilling organisational purposes. Further it is designed to develop and test your capacity to: * deconstruct the organisationally prescribed view of managerial work and its context; * conceptualise the systemic nature of managerial work; and * comprehend, interpret and execute a specific task description (or ‘project brief’). The manager’s job in context: task description * Undertake an analysis of your own job and its context. If you do not have managerial (or similar) experience, or if for some other reason it is not appropriate to analyse your own job, you may choose instead the job of another individual who agrees to be the focus of this assignment (current job). Alternatively, you may discuss with your lecturer/ tutor the possibility of analysing a position you held in the past. Your lecturer must approve your choice. You may change (or withhold) the names of people or organisations if you believe anonymity is required. Complete the following requirements: 1. Briefly, describe the actual requirements of the job. Include formal...
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...Assessment details and criteria Task-1 The manager’s job in context (Individual Report) Worth 20 Due in week 5. 1800 words Attention! Submit your assignment online via Moodle (Turnitin). Late submission without a valid reason will attract penalty @ 10% per day. The purpose of the task This task is designed to develop your awareness of: • the complexity of the managerial role; • the reliance of a manager on other people both inside and outside the organisation; • the necessary interaction of both informal/interpersonal factors and formal/ organisational factors in fulfilling organisational purposes. Further it is designed to develop and test your capacity to: • deconstruct the organisationally prescribed view of managerial work and its context; • conceptualise the systemic nature of managerial work; and • comprehend, interpret and execute a specific task description (or ‘project brief’). The manager’s job in context: task description Undertake an analysis of your own job and its context. If you do not have managerial (or similar) experience, or if for some other reason it is not appropriate to analyse your own job, you may choose instead the job of another individual who agrees to be the focus of this assignment (current job). Alternatively, you may discuss with your lecturer/ tutor the possibility of analysing a position you held in the past. Your lecturer must approve your choice. You may change (or withhold) the names of people or organizations...
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...Mintzberg, Henry. "Rounding out the manager's job." Sloan Management Review 36.1 (1994): 11+. Expanded Academic ASAP In this article, Mintzberg describes the integrated job of managing. As a basis of his research, he spent days with a number of managers and interviewed them. His study focuses on collecting varieties of managerial jobs and styles such as conceptual or administrative style. It is useful to my research as it describes the managerial roles in detail. The drawback is there isn’t sufficient amount of explanation on figurehead’s job. The author concludes that components on this job cannot be separated. This article will be the basis of my research. Mintzberg, Henry. “The Manager’s Job:Folklore and Fact” (1975) This article tries to revise Henry Fayol’s manager’s job theory into a more supportable and useful description of managerial work. In this study, he focuses to support his arguments of managerial work such as his study of field manager by gathering other researchers’ works and theories. The author provides satisfying interpretation and examples of interpersonal roles, therefore, this article is valuable to my research. The limitation is there aren’t sufficient figures or models to help readers to comprehend the works. He sum up it is time to strip away the folklore about the managerial work, and time to study it realistically. This article will clearly be my basis of research. E.C. Dierfdoff, R.S. Rubin and F.P. Morgeson, ‘The Milieu of Managerial Work:...
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...for the organizational management. What is leadership? When people think of leaders, mostly mean politic leader like Churchill, Hitler, Morgan, Nikson and so on but now in the 2010; leaders concern and involve in the business and organization roles rather than the politician who tend to be at the top of the country or militaries owing to presently it is said that we are in the globalization era which technology and communication such as iphone, facebook, twister etc. become socially involved in life, more necessary and affordable. So the leaders play roles differently, however, much more important in the business world in the manager’s roles. Shackleton (1996) described about leadership definitions involves three components: influence, group and goal. First, leaders are who influence the behavior of others. Secondly examine in the context of a group, work group such as managers and their terms or foremen and their subordinates. Last, leadership stresses a group goal that has to be accomplished. Leadership is the process in which influences other group members towards the attainment of group or organizational goals. Leaders may influence followers, but followers influence leaders to lead in one way rather than other. Leadership and management It is mentioned that Leadership is about vision, it involves with strategy or thinking strategically. By all mean having a view of where the organization should go and deciding what is important for the success of the organization...
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...Chapter Managers and Management Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. Who Are Managers? Where Do They Work? • Organization – A deliberate arrangement of people brought together to accomplish a specific purpose. • Common Characteristics of Organizations – Distinct purpose – People working together – A deliberate systematic structure Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-2 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-3 How Are Managers Different from Nonmanagerial Employees? • Nonmanagerial Employees – People who work directly on a job or task and have no responsibility for overseeing the work of others. – Examples, associates, team members • Managers – Individuals in organizations who direct the activities of others. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-4 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-5 What Titles Do Managers Have? • Top Managers – Responsible for making decisions about the direction of the organization. – Examples; President, Chief Executive Officer, VicePresident • Middle Managers – Manage the activities of other managers. – Examples; District Manager, Division Manager • First-line Managers – Responsible for directing nonmanagerial employees – Examples; Supervisor, Team Leader Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-6 ...
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...Ref: Management , Seventh Edition By Stephen P. Robbins &Mary Coulter INTRODUCTION TO MANAGEMENT CONTENT Who Are Managers? What Is Management? Management Functions and Process Management Role and Skills How is the manager’s job changing? Rewards and Challenges of Being a Manager Summary WHO ARE MANAGERS? Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Coordinating the work of a departmental group / supervising a single person Coordinating the work activities of a team composed of people from several different departments People outside the organization such as temporary employees or employees who work for the organization's suppliers. Levels of Management WHAT IS MANAGEMENT ? The process of coordinating work activities so that they are completed efficiently and effectively with and through other people. The process represents the ongoing functions or primary activities engaged in by managers. These functions are typically labeled planning, organizing, leading, and controlling. (POLCA) EFFICIENCY AND EFFECTIVENESS Efficiency refers to getting the most output from the least amount of inputs. Effectiveness is described as "doing the right things" Efficiency (Means) Resource Usage Low Waste Effectiveness (Ends) Goal Attainment High Attainment Management Strives for ; Low Resource Waste (high efficiency) High Goal Attainment (high effectiveness) WHAT...
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...decisions concerning salary * Internal job consistency: compensation must reflect the of a job compared to other jobs wthin the organization, in terms of required qualifications, responsabilities, effort and working conditions * External salary competitiveness: salaries a company offers must be comparable to those offered by its competitors * Employee motivation and mobilization: compensation must be motivating in order to encourage performance and loyalty Manager’s Role: * To understand compensation principles * To possess adequate knowledge of the positions managed * To ensure equity, an important factor in compensation decisions Objectives of compensation * As a major HR tool, compensation aims: * To attract * To motivate * To retain employees Building a compensation Program Legal Context Canadian Charter of Rights and Freedoms Canadian Charter of Rights and Freedoms Pay Equity Act to correct salary differences caused by systemic discrimination Pay Equity Act to correct salary differences caused by systemic discrimination Labour standards act Labour standards act Labour standards act Labour standards act * Canadian Charter of Rights and Freedom Employee A<-> Equal salary for equal or equivalent work <-> employee B * Pay equity Act (for organizations with more than 50 employees) Employee with job position predominantly held by women (at...
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...First and foremost, Elizabeth Moreno will need to research the French culture a little more. It is important for Elizabeth to not do anything that may disrespect or belittle any of the management staff as her kinesic behavior can put her in this position. As per this case, French managers are suspicious of most technical communication and would rather “face-to-face meetings and on-site consultations”. Chances are they will be paying close attention to Elizabeth’s non-verbal language during her visit with them. For example, something as simple as posture can be misinterpreted. To Europeans, “a relaxed posture in business meetings may be taken as bad manners or the result in poor upbringing” (Deresky, pg 133). Americans such as Elizabeth wouldn’t think twice of a relaxed posture in a business meeting. It would also be wise of Elizabeth to obtain an English/French translator. Even though the universal language in her highly technical field is English, using the right words at the right time in the right manner is essential to making this assignment a success. In Exhibit 4-2 (Deresky, pg128), we see a classic example of how words can be perceived differently even though the same language is being spoken. The American boss is looking for his Greek employee to be accountable for his role within the company and make sound decisions based on American culture whereas the Greek employee is looking for orders to be given from his American boss based on Greek culture. Also note in this...
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...are factors in the successful implementation of desired strategy. However, while many of the basics principles are universal, much of the actual content and process are culture-contingent – a function of an individual’s needs, value systems, and environmental context 2- One problem in using content theories for cross-cultural research, such as that created by Maslow, is the assumption of their universal application. Because they were developed in the United States, even the concepts, such as achievement or esteem, may have different meanings in other societies, resulting in a noncomparable basis of research. 3- Implicit in motivating an employee is an understanding of which of the employee’s needs are satisfied at work. Studies on the “meaning of work” indicate considerable cross-cultural differences. 4- A reexamination of motivation relative to Hofstede’s dimensions of power distance, uncertainty avoidance, individualism, and masculinity provides another perspective on the cultural contexts that can influence motivational structures. 5- Incentives and reward systems must be designed to reflect the motivational structure and relative cultural emphasis on five categories of rewards: financial, social status, job content, career, and professional. S9: HRM focus on international – Chap 10: Developing a Global Management Cadre Key points 1- Expatriate career management necessitates plans for retention of expatriates during and after their assignments. Support...
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...Introduction Organizations have a need for all types of skills and abilities. The total burden of labor in an organization is divided up so that people with different levels of intelligence and skills can each find their own productive place. Management issues in organizational structure Line and staff employees The first management consideration is to examine !low employees are distinguished from each other in terms of how they' fit in' to a typical organizational structure - the issue of line and staff employees. Different specialist divisions and departments within an organization contain a predominance of either line or staff employees. Line employees Those those are directly responsible for achieving the organization's objectives. Line employees are therefore found in departments that are responsible for producing, selling or servicing the organization's products (E.g. in operations, marketing and after-sales servicing). Staff employees Are responsible for supporting the line employees in their tasks. Staffs are therefore found in departments that advise, support or provide expertise, such as personnel, research and development and finance. Example: A business producing cars is known for its car-making activities. Its primary objective is to produce and market cars in order to make profit. The company needs its staff functions because of its line function; The personnel and finance functions would have no purpose at all unless...
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...learning. In report you must clearly make distinction between references and your own text. Without proper references in text and a comprehensive reference list the paper is assessed with a grade of fail. For instructions, see chapters 4.4. and 5 in Thesis instructions (http://www.karelia.fi/lomakkeet/opinnayte/Thesisinstructions2013Karelia1.pdf). Deadline for handing in the paper is June 10, 2013 (return folder in Moodle). Address papers, as well as potential questions, to Ari Stenroos, (Ari.Stenroos@karelia.fi, +358-50-5632182). Management 1. Compare Management theories such as classical approach, human relations approach, behavioral science approach and management science approach. How do they describe manager’s relationship with employees and manager's functions in the company? In addition, which kind of relationships would these approaches mean at school (relation between student and teacher). 2....
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...Within human resource approach, we point out that training program for employees and managers’ expertise are important factors in sustaining innovation. Therefore, three hypotheses are stated. Two of them refer to the training programs while the last one to the managers’ expertise. All of them are confirmed by the study’s findings. The second part of the study consists of developing findings for the region of Braşov County based on the presented research methodology. We consider two dependent variables, innovation decision and innovation level, respectively. Our goal is to determine the correlations between those two and the explanatory variables referring to employees and managers- training, constant training, occasional training, manager’s experience and...
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