MGMT1001 Chapter Notes - Chapter 6: Employee Engagement, Customer Service, Brad Delson
Organisations and Management
1. Three Reasons Why Managers Are Important
Organisations need their managerial skills and abilities more than ever in
these uncertain, complex, and chaotic times
Managers play an important role in identifying critical issues and crafting
responses
Managers are critical to getting things done
Quality of the relationship between employees and their direct supervisors
can positively or negatively impact employee engagement
2. 3 Common Characteristics of Organisations
Has a distinct purpose or goals the company wishes to accomplish
People : an organisation does not consist of one person
Deliberate structure (a clear line of authority and duties that entails with it)
3. How and Why The Concept of Organisation Is Changing
Organisations are changing because the world around them has changed and is
continuing to change. Societal, economic, global, and technological changes have
created an environment in which successful organisations must embrace new ways
of getting their work done. Organisations used to be stable, inflexible, job focused,
individual oriented, permanent jobs, command and rule oriented, managers make
important decisions, hierarchical. Nowadays organisations are dynamic, flexible,
skills focused, team and involvement oriented, customer oriented, temporary jobs,
later and networked relationship.
4. How managers differ from non-managerial employees
A manager is someone who coordinates and oversees the work of other people so
that organisational goals can be accomplished.
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Non-managerial employees are only responsible for themselves, while managers are
responsible for every one)
5. Classifying Managers In Organisations
First line and low level managers oversees the non-managerial employees’
work: supervisor, shift manager, office manager, team leader, forepersons
Middle managers: oversees first line manager’s work: regional manager,
department head, project leader, regional manager, store manager, dean,
division
Top managers: responsible to make organisations wide decisions and
establishing the goals and plans that affect the entire organisation
managing director, CEO, Chief Operating Officer, chairman of the board
6. Define management and why efficiency and effectiveness are important to management
Management involves coordinating and overseeing the work activities of others so that their
activities are completed efficiently and effectively. Efficiency is a vital part of management. It
refers to getting the most output from the least amount of input. Being efficient in resource
usage can save resources and produce low waste. Effectiveness is doing the right things, or
completing activities so that organisational goals are attained. Being effective guarantees
that the organisation will achieve its goals.
7. Describe four functions of management
Planning: involves setting goals, establishing strategies for achieving those goals, and
developing plans to integrate and coordinate activities
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Document Summary
Organisations and management: three reasons why managers are important. Organisations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. Managers play an important role in identifying critical issues and crafting responses. Managers are critical to getting things done. Quality of the relationship between employees and their direct supervisors can positively or negatively impact employee engagement: 3 common characteristics of organisations. Has a distinct purpose or goals the company wishes to accomplish. People : an organisation does not consist of one person. Deliberate structure (a clear line of authority and duties that entails with it: how and why the concept of organisation is changing. Organisations are changing because the world around them has changed and is continuing to change. Societal, economic, global, and technological changes have created an environment in which successful organisations must embrace new ways of getting their work done.
