1. Chapter One: Who Are Managers
1.1. 1.1: Types of Managers
1.1.1. Managers tend to be thought or based on their position in an organization.
1.1.2. Contrasted view: managers are seen as "the boss" who wields unquestioned power over employees.
1.1.3. Contemporary view: top managers sport and sere other managers and employees through a process called empowerment.
1.1.4. 1.2: Figure
1.1.4.1. "Many restaurants empower employees to offer a free dessert to dissatisfied patrons in order to gain long-term customer allegiance."
1.1.5. 1.3: Figure
1.1.5.1. Top Managers: responsible for developing the organizations strategy and acting as a steward for its vision and mission.
1.1.5.1.1. Example: Michael Dell, founder of Dell Inc., showed visionary leadership when he founded his company. After his success selling his product out of his dorm room as a freshman at the University of Texas.
1.1.5.2. Functional Managers: responsible for the efficiency and effectiveness of a specific area such as accounting or marketing.
1.1.5.2.1. Example: functional managers at marketing-intensive companies, like Kellogg's, General Mills, must carefully manage many similar but competing brands. These individuals are typically called brand managers.
1.1.5.3. Supervisory Managers: these are team managers that are responsible for coordinating a subgroup of particular functions or a team composed of members from different parts of the organization.
1.1.5.3.1. Example: hotel managers are responsible for all aspects of their hotel, from staffing and customer service to the furniture and flowers on display in the lobby.
1.1.5.4. Line Managers: these are often referred to as product or service managers, lead a team that contributes directly to the product or services the organization creates.
1.1.5.4.1. These types of managers often serve critical roles in keeping assembly line manufacturing on track to meet the organization's production goals as in the auto industry.
1.1.5.5. Staff Manager: they lead groups of indirect inputs. They typically provide advisory roles.
1.1.5.5.1. Example: The White House chief of staff is someone that provides a high profile example of this important managerial type.
1.1.5.6. Project Managers: they are responsible for the planning, execution, and completion of projects.
1.1.5.6.1. Example: Project managers are found in industries such as construction, architecture, consulting , computer networking, telecommunications, or software development. General contractors often serve as project managers in new housing construction.
1.1.5.7. General Managers: they are responsible for managing a clearly identifiable, revenue-producing unit, such as a store, business unit, or product line.
1.1.5.7.1. Example: Michael Scott served as general manager of the Scranton branch of paper merchant Dunder-Mifflin in the first several seasons of the popular TV series "The Office".
1.1.6. 1.4: Figure
1.1.6.1. Top managers ensure the organization's competitiveness and lower level managers' and employees' job security.
1.1.6.2. Lower level managers and employees implement top management's strategy with loyalty and obedience.
1.1.6.3. Empowered lower-level managers and employees are responsible for the organization's competitiveness and their own development.
1.1.6.4. Top management support personnel development and ensure employ-ability.
1.2. 1.2: The Nature of Managerial Work
1.2.1. Managers are responsible for the process of getting activities done effectively and efficiently with other people while setting and achieving the firm's goals through the execution of four basic management functions.
1.2.1.1. Four Basic Management Functions: planning, organizing, leading, and controlling.
1.2.2. Professor Henry Mintzberg followed managers around for several weeks and determined that managers assume multiple roles (a role is an organized set of behaviors). He identified ten roles common to the work of managers.
1.2.3. The informational roles link all managerial work together, while the interpersonal roles ensure that information is provided.
1.2.3.1. The decisional roles make significant use of the information. The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees, this can be dependent on the level and function of management.
1.2.4. Provide Information
1.2.4.1. Figurehead, leader, liaison.
1.2.4.1.1. Interpersonal
1.2.5. Process information
1.2.5.1. Monitor, disseminator, spokesperson
1.2.5.1.1. Informational
1.2.6. Use Information
1.2.6.1. Entrepreneur, disturbance handler, resource allocator, negotiator.
1.2.6.1.1. Decisioal
2. Chapter Two: Leadership, Entrepreneurship, and Strategy.
2.1. 2.1: Leadership
2.1.1. Leadership is the social and informal sources of influence that one should use to inspire action take by others.
2.1.1.1. It involves actions that people take to mobilize others to want to do their work and work hard toward a common goal.
2.1.2. When, where, and how to use more formal sources of authority and power.
2.1.2.1. Example: position or ownership.
2.2. 2.2: Entrepreneurship
2.2.1. This is best understood as a process because it involves more than simply coming up with a good idea. There has to be someone to convert that idea into action.
2.2.1.1. Example: Google's leaders suggest that its point of distinction "is anticipating needs not yet articulated by our global audience, then meeting them with products and services that set new standards. This constant dissatisfaction with the way things are ultimately the driving force behind the world's best search engine".
2.2.2. The catalyst for value creation.
2.2.3. They identify and create new markets while fostering change in existing ones.
2.2.3.1. Before this, an opportunity-driven nature of entrepreneurship is critical.
2.3. 2.3: Strategy
2.3.1. This refers to the creation of an organization's long-term purpose. This is articualted in clear goals and objectives
2.4. 2.4: Synchronizing Leadership, Entrepreneurship, and Strategy.
2.4.1. Leadership is used to help determine who helps lead the organization forward using the critical characteristics of good leadership.
2.4.2. Entrepreneurial firms and entrepreneurs in general are fanatical about identifying opportunities and solving problems- for any organization this answers big questions about "what" an organization's purpose might be.
2.4.3. Strategic management aims to make sure that the right choices are made- specifically ones that ensure a good strategy is in place- to exploit those big opportunities.