...services. • Middle Managers – Manage first-line managers and others. • Top Managers – Have organization-wide managerial responsibilities—Chief Executive Officers (CEOs), Vice-Presidents, and Board Chairs What is Management? • Management – The process of planning, organizing, leading and controlling human and other organizational resources towards the effective achievement of organizational goals. • Organization – A goal-directed (planning), deliberately-structured (organizing) group of people working together (leading) to achieve results (controlling). Functions of Management (Fayol) • Four Management Functions: – Planning – Organizing – Leading – Controlling Managerial Roles (Mintzberg) • Interpersonal Roles – Leader, Liaison and Figurehead • Decisional Roles – Resource Allocator, Negotiator, Entrepreneur, Crisis Handler • Informational Roles – Monitor, Disseminator, and Spokesperson Fayol’s Functions and Mintzberg’s Roles Fayol Planning Mintzberg Entrepreneur, negotiator, spokesperson Organizing Leading Controlling Resource allocator Leader, liaison, disseminator Monitor, crisis handler, figurehead Defining “Effective” Management • Effectiveness – Choosing the “right” organizational goals to pursue • What about moral...
Words: 623 - Pages: 3
...four functions of management are Planning, leading, organizing, and controlling (Timmreck, 2009). The paper identifies how internal stakeholders of Norfolk Naval Shipyard apply the four functions of management. It is apparent that these four functions of Management within both military and civilian organizations have simulularities and work together to accomplish their goals. The United States Navy is a military service that receives orders from higher servicemen of rank to complete various missions at sea. The word “goals” in the military is not used; instead they use the words “Objective or Mission.” Norfolk Navy Shipyards is a Navy ship repair facility in Portsmouth Virginia since 1767 (October 25, 2010), which applies the four functions of management in its own way. Norfolk Navy Shipyard repair facility repairs and overhauls Navy ships and uses the words, agenda, commitments, and plan of actions instead of the word “goals” when conducting both administrative and mechanical work. Government and Military Internal Stakeholders The Norfolk Naval Shipyard’s internal stakeholders are government employees including the military, superintendents, directors, and supervisors. These stakeholders have a productive, efficient, and positive influence on the head of the shipyard decision maker, the Shipyard Commander (Morris, 1997). A shipyard Superintendent’s decision can be influenced by any of these stakeholders in business or corporate-related agendas. For example...
Words: 839 - Pages: 4
...1. Which of the following best defines the entrepreneurship process? A. Providing both direct and indirect services to customers B. Using IT to assemble materials into the final product C. Acquiring and combining resources to create goods or services for customers to buy. D. Exchanging or selling services to other companies Correct : The main role of the entrepreneur is to provide the vision and resources to create goods. The other activities listed are typically the role of employees. Materials The Role of the Entrepreneur 2. How do managers help the company’s stakeholders? A. Assisting customers with their purchases B. Assembling materials into finished products C. Providing financing to grow the business D. Creating profitable goods and services Correct : Managers are employees hired by business owners to “use their resources to create profitable goods and services” (Jones, 2007, p. 74). Materials The Role of Management The Agency Problem: The Separation of Ownership from Control 3. What is a difference between an employee and a manager? A. Employees are responsible for providing vision and leadership B. Employees hold each other accountable for success of the business C. Employees have decision making authority over the organization’s resources D. Employees perform the many jobs to make, facilitate, and sell a product Correct : Employees perform “the many jobs necessary to make and sell a product” (Jones, 2007, p....
Words: 2220 - Pages: 9
...Defining Management Management is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Key Points · Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. · In for-profit work, the primary function of management is the satisfaction of a range of stakeholders. · In the public sector of countries constituted as representative democracies, voters elect politicians to public office, who then hire managers and administrators. · Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. Overview Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Since organizations can be viewed as systems, management can also be defined as human action, including design,...
Words: 1616 - Pages: 7
...resources are organized 2. A single organizational structure is best for all organizations regardless of strategy. 3. An organization’s structure reveals the formal groupings and specializations of activities. 4. The Project Organization is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. 5. The Functional Organization is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. 6. Breadth, depth of knowledge and experience are advantages for projects sponsored by organizations with functional structures. 7. The Project Organizational structure supports clear authority and responsibility, improved communication and high levels of integration. 8. Disadvantages of the Project Organizational structure include project isolation, duplication of effort and projectitis. 9. Projectitis sometimes occurs when the project manager and project team develop a strong attachment to the project and to each other. 10. Unity of Command is violated when a project team member has only one direct superior. 11. The main feature of the Matrix Organizational structure is the ability to integrate areas and resources throughout an organization. 12. High potential for conflict and poor response time are disadvantages of the Matrix Organizational structure. 13. The informal organizational structure is a published structure that...
Words: 1583 - Pages: 7
...Plan……………………………………………………………………………………5 2. Repair negative social image……………………………………………………………...5 a. Public criticism in the 1990s………………………………………………………….5 b. Responding to the criticism and repair Nike’s image………………………………...5 3. Organizational culture related to sustainability…………………………………………..6 a. Impact of organizational culture to sustainability…………………………………….6 b. Building organizational culture………………………………………………………6 4. Product innovation……………………………………………………………………….7 5. Conclusion………………………………………………………………………………..8 6. Recommendation…………………………………………………………………………8 References list……………………………………………………………………………10 Executive summary Management sustainability is the responsibility of organizations to ensure their operations give economic, social and environmental value while maintaining the resources required for future generation. Sustainability is a part of business strategy today and it can bring competitive advantages for companies if it is well considered. Nike is the world leading company in shoes and sport equipment industry. It was established in 1964 and located near Oregon, United States. This report will discuss, analyse and evaluate how Nike company uses planning and organizing functions to maximize its benefits from sustainability. It will start with how Nike repair its negative reputation of sweatshop in its factories in developing countries, and then look at how it...
Words: 2469 - Pages: 10
...INTRODUCTION A vision is a dream, it is what the firm or organization believes are the right conditions for its stakeholders for instance customers, employees and management. For example in the case of Annie Oakley’s case its vision can be: to inspire passion and spirit of ANNIE’S BABIES to the defense market with high quality and distinctive guns. A mission describes what the organization is going to do and the reasons for doing it. It always inspires people to action in order to achieve the desired vision. An example of a mission in the case: to provide the highest quality service to our esteemed customers by operating professionally managed dealerships committed to be the leader in the markets that they serve. To provide our employees with the opportunity to receive best compensation and opportunities for advancement within the organization. The role of Vision and mission statements in Annie’s Babies organization: They will help the organization to focus on important matters by helping the members and employees to remember what is important as they go about their daily activities in the organization. They will help other organizations and individuals to have a picture of who your group is and what its aspirations are. People can learn about the organization without having to work hard in order to find out about the organization. This helps in activities such as recruitment, promoting products and customer focus. Vision and mission statements are also very useful in...
Words: 843 - Pages: 4
...Flight plans 1. Using the four functions as your guide, what challenges would Jeff Bourk face in managing the Branson Airport? Jeff Bourk needs to face the following challenges: • Organizing - All the airport related things: negotiating, etc. • Leading - Cooperation with staff members. • Planning - Jeff Bourk wants to have around 250 000 passangers a day, but he is facing problems because of Branson City doesn't want to pay $8.24 per passenger. • Controlling - Monitoring, checking budgets, etc. Mr Bourk's biggest job is setting the strategy and mission of the airport. 2. Again, using the four functions as your guide, do you think the managerial challenges Jeff Bourk faced when getting the airport up and running are different from what he faces now in actually overseeing the airport’s operation? Explain. Jeff Bourk will have to face pretty much the same challenges as before: organizing employees to build the airport, running the day to day operations like scheduling employees, maintaining security, dealing with HR issues. Leading will become more important as motivation of airport employees needs to be sustained. 3. What management roles would Jeff Bourk be playing as he (a) negotiates new contracts with potential airlines, (b) works with the airport employees in providing a high level of customer service to arriving and departing passengers, and (c) resolves the contractual issues with the city of Branson? Be specific and explain your choices. a. negotiate...
Words: 912 - Pages: 4
...Contents INTRODUCTION .......................................................................................................................... 2 Control environment and control activities..................................................................................... 3 Framework for Strategic Human Resources Management ............................................................. 3 Regulatory and Compliance ............................................................................................................ 4 Talent Centric Strategy of Human Resource .............................................................................. 5 Retaining and Motivating Talented Staffs with Various Experiences ............................................ 6 Employee Training Strategy ........................................................................................................... 6 Management Values........................................................................................................................ 7 Cultural Balance.............................................................................................................................. 7 Managing Diversity ........................................................................................................................ 8 Environment .................................................................................................................................... 8 Organization...
Words: 5202 - Pages: 21
...Management: Planning, Organizing, Leading, and Controlling Matthew Daley 24 September 2011 MAN 3353 Tristan L. Davison Abstract All new or old organizations whether small or big need to run smoothly and achieve the goals and objectives. Organizations can develop and implement their own management concepts. Basically, there are only four management principles that would allow any organization to control the tactically planned and set decisions. The four principles of management are used, just to have a controlled plan over the preventive measure. These four principal functions of management are: planning, organizing, leading, and controlling. What is normatively held as good management practice for a non-diversified firm? * Process of organizing * Functional organization * More centralized decision-making * Specialist viewpoint at the top * Less formalization of structure required * Less coordination and committee management * Process of planning * Simple long range planning, * High involvement of top management in planning * Less participative, * Heavily linked with the control function * Process of controlling * Concentrated at the top * More detailed at the top * Less use of exception principles * Organization of control centralized What is normatively held as good management practice for a diversified firm? * Process of organizing * Divisionalized...
Words: 1336 - Pages: 6
...Personal and Professional Healthcare Communication Beatrice Williamson, RN University of Phoenix Health Care Communication HCS/350 Terrence A. Brown, PhD July 03, 2010 Personal and Professional Healthcare Communication Many professional leaders exclaim communication is the key to success in the areas of business, finance, health care, and personal relationships. Without effective communication, it is impossible to correctly convey what is expected from other health team members as well as information/education for the patient and family members. Basic communication situations are identified which include: interpersonal, organizational, public, small group, and mass communication. Health communication refers to “any type of human communication whose content is concerned with health…transactions can be verbal or nonverbal, oral or written, personal or impersonal, and issue oriented or relationship oriented…”(Northouse & Northouse, 1998). Groups The health care environment poses many challenges to effectively communicate to co-workers i.e. nurses, physicians, lab personnel, etc. as well as with patients. When educating patients in the group setting, we need to be cognizant of goals, cohesion, and leader behavior. Goals must be established for individuals and groups. Individual goals are based on the patient’s personal needs and desires and may or may not be associated with the goals of the group. Group...
Words: 1259 - Pages: 6
...A company’s organizational culture is critical to its success internally and externally. The company’s founder is the creator of the organizational culture, which is set of values, ideology, attitudes, expectations, and beliefs shared by all employees. (Williams, 2014). It is important for the company’s senior leaders, middle managers, team leaders, and employees to understand the company’s culture. Is it possible to change a company’s organizational culture? It can be difficult and leaders should focus on changing controllable aspects of the culture versus the full organizational culture. Williams (2014) identifies the behaviors of employees, and symbolic artifacts such as dress code and office layout as key controllable aspects that can be influenced by selecting the right employees. In addition to the internal components above that will influence a company’s organizational culture, there are external components such as general environment (economy, technology, and legal trends) and specific environment that are unique to the company that will affect their day-to-day activities. (Williams, 2014). The challenges that John Compton has as the company’s president is that the culture was already in place, the unwillingness of the executive staff to adapt to the changing wants and needs of their clients, and failure to compete with the competitors, which are examples of specific environment components. The fact that the company was no longer competitive within the industry...
Words: 975 - Pages: 4
... everyone can develop these competencies if we are motivated, although some competencies may "come easier" to certain individuals than to others. Do we agree? 5 What Is An Organization? A formal and coordinated group of people who function to achieve particular goals These goals cannot be achieved by individuals acting alone An organization has a structure. 6 What Is A Manager? A person who plans, organizes, leads and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals What sets managers apart from individual employees? Managers are evaluated on how well the people they direct do their jobs 7 8 Making decisions to guide the organization through planning, organizing, leading, and controlling ...
Words: 1688 - Pages: 7
...Management is necessary in order to maintain order with in an establishment. * Management has evolved because of technology. There are so many ways that you can use technology to track your company, employees and inventory. The size of companies has become globalized. 2. What are the four functions of management? What do the four functions of management have in common? How do managers at different levels apply the four functions of management? * The four functions of management are planning, organizing, leading and controlling. * These management functions are common to all managers at different levels in organizational hierarchy. However, the importance and of each of these function and the effort managers need to put in, is influenced significantly by the hierarchical level of managers * Top-management: This refers to the top one or two hierarchical levels in the organization structure. Managers at these levels have responsibilities for the total organizational performance covering multiple business activities. * Middle-management: These are the managers between the top- and first-level management. They generally do not have the responsibility for more than one type of business activity, and even within that may be responsible for only a segment of the total work in the organization. * First-level-management: They are at the lowest one or two levels of management hierarchy. They are the people responsible for directly supervising the work of operational...
Words: 825 - Pages: 4
...Functional Areas of Business MGT 521 Instructor: Functional Areas of Business A successful business does not happen by sheer coincidence; rather the business’ success comes at the hands and leadership skills of strong management personnel. Much like a family, a business requires continual interaction and guidance from decision-makers while progressing through internal and external situations that positively and negatively impact short and long-term goals. According to Robbins and Coulter (2012) they express the concept of universality of management as, “management is needed in all types and sizes of organizations, at all organizational levels…work areas, and in all organizations, no matter where they’re located” (p. 17). Management’s functions at each organizational level are to plan, organize, lead, and control within their operating area of responsibility. Regardless of the management level or business construct, managers will be needed to serve in some capacity of interpersonal, informational, and decisional roles throughout the daily functions at all levels within the organization. Interpersonal Every achievement in life started from an idea in the past, those ideas and the path taken to accomplish them started with an interpersonal relationship from a parent, teacher, mentor, or a manager. Managers in the interpersonal role set the example, positively influence subordinates behaviors, and daily represent the...
Words: 891 - Pages: 4
