MGMT 2100 Lecture Notes - Job Performance, Firstline, Chief Operating Officer
FINAL NOTES
Thursday, August 27, 2015
11:52 AM
Overview of Management (Chapter 1)
• Top Managers
o Hold positions like chief executive officer, COO and CFO
o They are responsible for the overall direction of the organization, change, commitment,
culture and environment
• Middle Managers
o They are the plant managers, regional managers or divisional managers
o Responsible for setting objectives consistent with top management goals and for planning
and implementing subunit strategies for achieving these objectives
o Monitor and manage the performance of the subunits and individual managers who report to
them
• First-Line Managers
o Hold positions like office manager, shift supervisor, or department manager
o They train and supervise the performance of non-managerial employees who are directly
responsible for producing the company's products or services
o They encourage, monitor and reward the performance of their workers. They are also in
charge of making detailed schedules and operating plans based on the middle management's
intermediate range goals.
• Team Leaders
o Managers responsible for facilitating team activities toward goal accomplishment
o They are in charge of facilitation, team external relationships, internal relationships
Management Models
Models: Useful simplification of reality
1. Top/Middle/First Line
2. Four Functions
3. Management Skills
Four Functions of Management
1. Planning
a. Setting goals and deciding on action
b. Developing procedures and rules
c. Developing budgets and plans
d. An important function for top management
2. Organizing
a. Identifying jobs to be done
b. Hiring people to do them
c. Establishing departments
d. Establishing a chain of command
e. Delegating
f. EX: Top managers decide on the universities that will have events, Middle managers decide
on who will staff the events.
3. Leading
a. Influencing others to get the job done
b. Maintaining morale
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c. Molding company culture
d. Managing conflicts and communication
4. Controlling
a. Setting standards
b. Comparing performance with standards
c. Taking corrective action
Gaining Management Skills Through:
• Reading
• Reflection
• Relationships
• Real experiences
• BEST THROUGH DELIBERATELY:
o Combining multiple sources and self-management
Textbook Only:
Top 3 (of 10) mistakes managers make (p 15)
1. Insensitive to others: abrasive, intimidating, bullying style
2. Cold, aloof, arrogant
a. Derailed managers are so smart, exert in their areas of knowledge, that they treated others
with contempt because they weren't experts, too.
3. Betray trust
a. Making others look bad by not doing what you said you would do when you said you would
do it.
Transition to management (p 17)
Managers Initial
Expectation
After Six Months as Manager
After a Year as Manager
Be the boss
Initial expectations were wrong
No longer a doer
Formal authority
Fast pace
Communication, listening, and
positive reinforcement
Manage tasks
Heavy workload
Learning to adapt to and control
stress
Job is not managing
people
Job is to be problem solver and trouble
shooter for subordinates
Job is people development
Self-Management
Lecture Only:
Each Stage of the self-management process, including tips and mistakes
1. Self-Assessment and Planning
a. Tips:
i. Who am I now? Who do I want to be?
ii. What are my strengths? What do I want them to be?
iii. What am I doing now? What I want to be doing?
iv. Where am I now? Where do I want to go?
b. Common Mistakes:
i. Not having any standards
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ii. Ignoring important parts of our identities
2. Goal Setting
a. Tips:
i. What do I need to do in order to get where I want to go?
ii. Set SMART goals
b. Mistakes:
i. Failing to set goals "hope and wish"
ii. Setting vague goals - "do your best"
iii. Failing to follow through with goals
3. Self and Environmental Control
a. Self-Control:
i. Tips: What is important? What is urgent?
1. Important: produces a desired result
2. Urgent: demands immediate attention
3. Spend time on important and not urgent (most often gets elected)
ii. Common Mistakes:
1. Allowing negative emotions or habits to derail us
b. Environmental Control
i. Tip:
1. Proactively structure work environment to increase likelihood of success
ii. Common Mistakes:
1. Allowing others to control your time
4. Evaluating and Rewarding Progress
a. Determine what you've accomplished and reward yourself accordingly
b. Common Mistakes:
i. Rewarding yourself too early, too late, or too much
ii. Punishing yourself if you fail
Emotional control activities (blessings, autobiographical reflection)
• Reflecting on positive things each day has shown you have better memory recall, productivity and
helps you view the world better
Morgenstern's time management tips
1. Assign to-do list tasks to a home in your schedule
2. Not enough time to do the tasks?
a. Delete, Delay, Diminish, Delegate
Managing Groups and Teams
Team productivity equation
• Actual productivity = potential productivity + process gains - process losses
Process gains and losses
• Gains:
o information exchange:
o load balancing:
o social facilitation:
• Losses:
o Group maintenance (unavoidable)
o social loafing: behavior in which team members withhold their efforts and fail to perform
their share of the work
o production blocking:
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Document Summary
They are also in charge of making detailed schedules and operating plans based on the middle management"s intermediate range goals. Team leaders: managers responsible for facilitating team activities toward goal accomplishment, they are in charge of facilitation, team external relationships, internal relationships. Models: useful simplification of reality: top/middle/first line, four functions, management skills. Four functions of management: planning, setting goals and deciding on action, developing procedures and rules, developing budgets and plans, an important function for top management, organizing. Influencing others to get the job done: maintaining morale, molding company culture, managing conflicts and communication, controlling, setting standards, comparing performance with standards, taking corrective action. Gaining management skills through: reading, reflection, relationships, real experiences, best through deliberately, combining multiple sources and self-management. Top 3 (of 10) mistakes managers make (p 15) Job is to be problem solver and trouble shooter for subordinates. Where do i want to go: common mistakes:
