Summary management year 1

Management

Chapter 1; the management process

- Working today;

* Ethics;
Moral standards of what are good and right in one’s behavior  needed in
today’s business world.

* Diversity;
Workforce diversity describes differences among workers in gender, race,
age, and religion.
Prejudice is the display of negative, irrational attitudes toward members of
diverse population  becomes active discrimination when minority members
are unfairly treated and denied to full benefits of organizational membership.
Form of = glass ceiling effect  invisible barrier limiting career advancement
of women and minorities.

*Careers;
College student’s  challenge getting first full-time job.
Today’s career not just about finding job  also successful career planning 
shamrock organization = operates with group of full-time long-term workers
supported by others who work on contracts and part-time  first leaf full
timers is shrinking  replaced by second leaf freelancers and independent
contractors with specialized talents and skills.
Third leaf temporary part timers  work without benefits.
Free-agent economy = people change jobs more often and many work on
independent contracts with a shifting mix of employees  job skills must be
up to date  maintained and upgraded all the time.
Self-management = the ability to understand yourself, exercise initiative,
accept responsibility and learn from experience.

- Organizations in the new workplace.

* What’s an organization?
Collection op people working together to achieve a common purpose. A
unique social phenomenon that enables its members to perform tasks far
beyond the reach of individual accomplishment.
Broad purpose = provide goods / services of value to costumers and clients 
quality products and services, customer satisfaction and social responsibility.

* Organizations as systems
All are open systems = transform resource inputs from the environment into
product outputs.

,*Organizational performance
Using resources well and serving customers is a process of value creation
through organizational process  when operations add value to the original
cost of resource inputs, then,
- A business can make a profit  if the product is sold for more than the costs
were of making it.
- A nonprofit organization can add wealth to society  if a public service is
provided.
One of the most common ways to assess performance by and within
organizations is productivity = quantity and quality of work performance with
resource utilization considered  involves 2 common performance
dimensions;
- Performance effectiveness = an output measure of task or goal
accomplishment.
- Performance efficiency = an input measure of resource cost associated with
goal accomplishment.

* Changing nature of organization
Change = a continuing theme in society at large and organizations are
certainly undergoing dramatic changes today  list of organizational trends
and transitions is relevant;
- Renewed belief in human capital; premium is on high-involvement work
settings that rally on knowledge, experience and commitment of all members
- Demise of command-and-control; traditional top-down ‘do as I say’ bosses
are giving way to participatory bosses that treat people with respect
- Emphasis on teamwork; organizations are more horizontal in focus and
driven by teamwork that pools talents for creative problem solving
- Preeminence of technology; new developments in computer and
information technology continually change the way organizations operate
and how people work
- Importance of networking; organizations and their members are networked
for intense, real-time communication coordination

, - New workforce expectations; a new generation of workers is less tolerant of
hierarchy, more informal, attentive to performance merit and concerned for
work-life balance
- Valuing sustainability; issues of sustainability direct attention toward the
environment and climate justice, preservation of natural resources for future
generations and how work affects human well-being

- Managers in the new workplace

* What is a manager?
= A person who supports, activates and is responsible for the work of others 
those other people are the essential human resources whose contributions
represent the real work of the organization.

No job is more vital to society than that of the manager  he determines
whether our social institutions serve us well or whether they squander our
talents and resources.




* Levels of managers
Board of directors = (trustees) supposed to make sure an organization is run
right  elected by local citizens, pointed by government people or invited by
existing members.
Business and public sector  basic responsibilities are the same; oversee
performance of organization and make sure it’s always being run right.
Below board members; CEO (chief executive officer) / COO (chief operating
officer) / CFO (chief financial officer) / CIO (chief information officer) /
president and vice president.
Top managers = guide the performance of the organization as a whole of
one of it’s major parts  executive team that reports to the board and is
responsible for performance of organization as a whole or for one of its larger
parts.
Set strategy and lead organization consistent w its purpose and mission  pay
attention to long-term problems and opportunities.
Middle managers = oversee work of large departments or divisions 
reporting to top managers  f.e. clinic directors in hospitals or deans in
universities  coordinate w peers and support lower levels to develop and