Exam summary – O&P (Organization & People)
Contents
Chapter 11 – Managers and You in the Workplace............................................................................2
Chapter 12 – Decision Making............................................................................................................4
Chapter 13 – Patterns of Structure and Workplace Design................................................................7
,Chapter 11 – Managers and You in the Workplace
Manager Coordinates and oversees the work of other people so organizational goals can be
accomplished
Nonmanagerial employees Work directly on a job or task and have no one reporting to them.
First-line (or frontline) managers Manage work of nonmanagerial employees who typically are
involved with producing the organization’s products or servicing the organization’s customers.
Middle managers Manage work of first-line managers and can be found between the lowest and
top levels of the organization.
Top managers Responsible for making organization-wide decisions and establishing the plans and
goals that affect the entire organization.
- In traditionally structured organizations, managers can be first-line, middle or top.
- Loosely configured organization Managers may not be as readily identifiable, although someone
fulfills the rolls.
Organization Deliberate arrangement of people to accomplish some specific purpose.
Many organizations are structured to be more open, flexible, responsive to changes.
3 characteristics
o Distinctive purpose.
o Composed of people.
o Deliberate structure.
- Managers are important to organizations for 3 reasons:
1. Organizations need their managerial skills and abilities in uncertain, complex, chaotic times.
2. Managers are critical to getting things done in organizations.
3. Managers contribute to employee productivity and loyalty.
- Managerial ability has been shown to be important in creating organizational value.
Management Involves coordinating and overseeing the work activities of others so their activities
are completed efficiently and effectively.
Efficiency Doing things right, getting the most output from the least amount of input.
Effectiveness Doing the right things, Doing those work activities that will results in achieving goals.
- The 4 functions of management include:
Planning Defining goals, establishing strategies to achieve goals, and developing plans
to integrate and coordinate activities.
Organizing Arranging and structuring work to accomplish organizational goals.
Leading Working with and through people to accomplish goals.
Controlling Monitoring, comparing, and correcting work.
2
, Managerial roles Specific actions or behaviors expected of and exhibited by a manager.
- Mintzberg’s 10 managerial roles include:
Interpersonal roles Involve people and other ceremonial/symbolic duties.
o Figurehead, Leader, Liaison
Informational roles Involve collecting, receiving, and disseminating information.
o Monitor, Disseminator, Spokesperson
Decisional roles Involve making choices.
o Entrepreneur, Disturbance handler, Resource allocator, Negotiator.
- Katz’s managerial skills include:
Technical skills Job-specific knowledge and technique, Most important for lower-level
managers.
Interpersonal skills Ability to work well with people, equally important for all managers.
Conceptual skills Ability to think and express ideas, Most important for top managers
- Some other managerial skills identified Managing human capital, inspiring commitment,
managing change, using purposeful networking.
- Changes impacting managers’ jobs Global economic and political uncertainties, changing
workplaces, ethical issues, security threats, changing technology.
- Managers must focus on:
Customer service Employee attitudes and behaviors play a big role in customer
satisfaction.
Technology Impacts how things get done in organizations.
Social media Forms of electronic communication through which users create online
communities to share ideas, information, personal messages, and other content. These
forms of communication are important and valuable tools in managing.
Innovation Important for organizations to be competitive.
Sustainability Company’s ability to achieve its business goals and increase long-term
shareholder value by integrating economic, environmental, and social opportunities into its
business strategies.
Employees For them to be more productive.
- Important to study management for 3 reasons:
1. Universality of management Fact that managers are needed in all types and sizes of
organizations, at all organizational levels and work areas, and in all global locations.
2. Reality of work You will either manage or be managed.
3. Awareness of the significant rewards:
3
Contents
Chapter 11 – Managers and You in the Workplace............................................................................2
Chapter 12 – Decision Making............................................................................................................4
Chapter 13 – Patterns of Structure and Workplace Design................................................................7
,Chapter 11 – Managers and You in the Workplace
Manager Coordinates and oversees the work of other people so organizational goals can be
accomplished
Nonmanagerial employees Work directly on a job or task and have no one reporting to them.
First-line (or frontline) managers Manage work of nonmanagerial employees who typically are
involved with producing the organization’s products or servicing the organization’s customers.
Middle managers Manage work of first-line managers and can be found between the lowest and
top levels of the organization.
Top managers Responsible for making organization-wide decisions and establishing the plans and
goals that affect the entire organization.
- In traditionally structured organizations, managers can be first-line, middle or top.
- Loosely configured organization Managers may not be as readily identifiable, although someone
fulfills the rolls.
Organization Deliberate arrangement of people to accomplish some specific purpose.
Many organizations are structured to be more open, flexible, responsive to changes.
3 characteristics
o Distinctive purpose.
o Composed of people.
o Deliberate structure.
- Managers are important to organizations for 3 reasons:
1. Organizations need their managerial skills and abilities in uncertain, complex, chaotic times.
2. Managers are critical to getting things done in organizations.
3. Managers contribute to employee productivity and loyalty.
- Managerial ability has been shown to be important in creating organizational value.
Management Involves coordinating and overseeing the work activities of others so their activities
are completed efficiently and effectively.
Efficiency Doing things right, getting the most output from the least amount of input.
Effectiveness Doing the right things, Doing those work activities that will results in achieving goals.
- The 4 functions of management include:
Planning Defining goals, establishing strategies to achieve goals, and developing plans
to integrate and coordinate activities.
Organizing Arranging and structuring work to accomplish organizational goals.
Leading Working with and through people to accomplish goals.
Controlling Monitoring, comparing, and correcting work.
2
, Managerial roles Specific actions or behaviors expected of and exhibited by a manager.
- Mintzberg’s 10 managerial roles include:
Interpersonal roles Involve people and other ceremonial/symbolic duties.
o Figurehead, Leader, Liaison
Informational roles Involve collecting, receiving, and disseminating information.
o Monitor, Disseminator, Spokesperson
Decisional roles Involve making choices.
o Entrepreneur, Disturbance handler, Resource allocator, Negotiator.
- Katz’s managerial skills include:
Technical skills Job-specific knowledge and technique, Most important for lower-level
managers.
Interpersonal skills Ability to work well with people, equally important for all managers.
Conceptual skills Ability to think and express ideas, Most important for top managers
- Some other managerial skills identified Managing human capital, inspiring commitment,
managing change, using purposeful networking.
- Changes impacting managers’ jobs Global economic and political uncertainties, changing
workplaces, ethical issues, security threats, changing technology.
- Managers must focus on:
Customer service Employee attitudes and behaviors play a big role in customer
satisfaction.
Technology Impacts how things get done in organizations.
Social media Forms of electronic communication through which users create online
communities to share ideas, information, personal messages, and other content. These
forms of communication are important and valuable tools in managing.
Innovation Important for organizations to be competitive.
Sustainability Company’s ability to achieve its business goals and increase long-term
shareholder value by integrating economic, environmental, and social opportunities into its
business strategies.
Employees For them to be more productive.
- Important to study management for 3 reasons:
1. Universality of management Fact that managers are needed in all types and sizes of
organizations, at all organizational levels and work areas, and in all global locations.
2. Reality of work You will either manage or be managed.
3. Awareness of the significant rewards:
3
