This information is about the important managerial work that the millions of other managers want to do. It recognizes the reality facing today's managers. Today's successful managers must blend tried-and-true management methods with new approaches. Basically must have knowledge about the managers.
Introduction to management. This information is about the important managerial work that the millions of other managers want to do. It recognizes the reality facing today's managers. Today's successful managers must blend tried-and-true management methods with new approaches. Basically must have knowledge about the managers. Who are managers? It used to be fairly simple to define who managers were: they were the organizational member who told other what to do and how to do it. It was easy to differentiate managers from non managerial employees, the latter term described those organizational members who worked directly on a job or task and had no one reporting to them. But it isn't quite that simple anymore. For example, managerial responsibilities are shared by managers and team members at General Cable Corporation's facility in Moose Jaw. Most of employees at Moose Jaw are Cross trained and multiple within a single shift, an employee can be a team leader, equipment operator, maintenance technician, quality inspector, or improvement planner. Manager is someone who coordinates and oversees the other people so that organizational goals can be accomplished. A manager's job is not about reproach achievement, it's about helping others do their work. Managers set the goals, agenda, the measures of achievement, and standards of behavior. In the successful organizations, they do all that by setting an export inspiring and orchestrating in democratic rather thaw autocratic. A question is to be raised. WHAT SKILLS DO MANAGER NEED TO BE EFFECTIVE IN TODAY'S ENVIRONMENT? Answer is the ability to see the biggest picture, concentration, parallel-thinking, ability to see connection, listening sense of humor, risk taking, humility, and generosity. If someone is manager who is reading this article ask WHAT DO MANAGERS DO? It can be explained by the management researchers after many years of study, developed three specific categorization schemes: functions, roles, and skills, There are four major functions that a management performs: planning, leading, organizing, controlling. In planning goals are defined, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities. In organizing management is responsible for arranging and structuring work to accord the organization's goals. Leading is simply motivate subordinates, help resolve work group conflicts influence individuals or teams as the work, select the most effective communication channel. The final management function is controlling. After the goals and plans are set (planning), the tasks and structural arrangements determined (organizing), and the people agree, trained, and motivated (leading). The management Roles is the second Element of MANAGEMENT. Management roles refer to specific categories of managerial behavior. Management performs 3 different roles. 1. The interpersonal Roles are that involve people (subordinates and persons outside the organization) and other duties that is ceremonial and symbolic in nature. 2. Informational roles involve collecting, receiving, and disseminating information. 3. Decision roles entail making decisions or choices. Third and last element of management is Skills: a manager's job is varied and complex. Managers need certain skills to perform the duties and activities associated with being a manager. There are three essential Skills. 1. Technical Skills are the job-specific knowledge and techniques needed to profit gently perform specific tasks. There skills tend to be more important for lower-level managers. 2. Human skills which involve the ability to work well with other people both individually and in a group. 3. Concept skills are the skills managers use to think and conceptualize about abstract and complex situations. Using these skills, managers must see the organization as a whose; understand the relationship among various subunits. These skills are most beneficial at the top management levels.
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