1. Leadership styles
1.1. Autocratic
1.1.1. acts in a command-and-control fashion
1.1.2. does not allow employees to participate in decision making
1.1.2.1. Quick decision making
1.1.2.2. Employees May rebel against decisions
1.1.3. This style of leadership works when decisions need to be made quickly, when additional output from others does not change the decision, and when unpopular decisions such as laying off employees need to be made
1.2. Laissez-faire
1.2.1. displays a “do the best you can and don’t bother me” attitude
1.2.1.1. employees can find creative solutions to their work and be more productive than if following a certain set of rules
1.2.1.2. some employees can become unmotivated and directionless
1.2.2. This is appropriate when employees are mature and have years of experience
1.2.2.1. However, all employees need direction, motivation, and guidance from time to time
1.3. Democratic
1.3.1. encourages participation from employees to contribute to the decision making process
1.3.1.1. employees provide input and creativity to the department’s goals
1.3.1.2. recognition of staff effort and increase in team spirit
1.3.1.3. Productivity increases
1.3.1.4. employees can feel disheartened when you don’t take their suggestions
1.3.1.5. it can take longer to consider everyone’s opinion before making a decision
2. Levels of management
2.1. Top managers
2.1.1. responsible for the performance of an organization as a whole
2.1.1.1. CEO
2.1.1.2. VP
2.1.1.3. President
2.2. Middle managers
2.2.1. in charge of large departments or divisions
2.2.1.1. Deans
2.2.1.2. Plant managers
2.2.1.3. Regional sales managers
2.2.1.4. Division managers
2.3. First-line managers
2.3.1. in charge of a small work group of non-managerial workers
2.3.1.1. Department head supervisor
2.3.1.2. Team leader
2.3.2. Usually first jobs in management
2.4. Non-managerial workers
3. Teamwork
3.1. A team is a group of people working toward a common goal
3.1.1. A commitee
3.1.1.1. Made up of people from different areas who do ongoing work on a specific task
3.1.1.1.1. A social commitee
3.1.1.1.2. Employee benefits commitee
3.1.2. A virtual team
3.1.2.1. Works together across long distances through computer communication instead of face to face meetings
3.1.2.1.1. This decision making process can save time and travel expenses
3.1.3. A task force
3.1.3.1. Established to accomplish a specific task, after which it is disbanded
3.1.3.1.1. Ex: a task force for a new building design or product design
3.1.4. An informal team
3.1.4.1. Not put together by management but forms naturally
3.1.4.1.1. A car pool
3.1.4.1.2. A company softball team
3.1.4.1.3. A lunch group
3.1.5. A cross-functional team
3.1.5.1. Has members from different functional areas
3.1.5.1.1. Ex: a car-development team consisting of engineers, salespeople, accountants, and R&D representatives
3.1.5.2. This allows for a diversity of input and quick decision making
3.1.6. A self-managed work team
3.1.6.1. Has no official leader
3.1.6.2. Manages their own hiring, training, developing, and scheduling
3.1.6.3. The team is also responsible for all of their work
3.2. Teams are put together based on the purpose and duration of the project
3.3. Advantages
3.3.1. Improved creativity
3.3.2. More ideas
3.3.3. More information
3.3.4. Improved decision making, especially when no expert is available
3.3.5. Greater commitment to the decision
3.3.6. Higher motivation
3.3.7. Improved employee discipline
3.3.8. Improved morale
3.3.9. Shared risk
3.4. Disadvantages
3.4.1. One group member may do less (or no) work and coast off the efforts of others
3.4.2. Takes more time
3.4.3. Costs more
3.4.4. A group may produce a great idea, but with no one taking responsibility for implementing it, it may never get done
3.4.5. Personality conflicts may occur amongst group members
3.4.6. It can be difficult to get everyone ready to work together at the same time
3.4.7. Some group members may arrive unprepared
4. How management functions
4.1. Managers are people who get things done by directing individuals and teams
4.1.1. Developing employees
4.1.2. Being responsible for the efforts of the workers who report to them
4.2. Management tries to achieve a companies goals
4.2.1. Deciding how best to use the businesses human, financial, and material resources
5. Management process
5.1. Planning
5.1.1. Developing strategies to achieve the system-wide goals. Looking towards the organizations future
5.1.2. Goals are occasionally social and always economic
5.1.2.1. Short term goals
5.1.2.1.1. Goals are often expressed as a sales or income target
5.1.2.2. Long term goals
5.1.2.2.1. Maximizing profits
5.1.2.3. Managers must understand these goals and develop strategies to achieve them
5.1.2.3.1. Marketing manager creates a promotional plan
5.1.2.3.2. The sales manager arranges new contracts with companies
5.1.2.3.3. The Human Resources department hires the necessary employees
5.1.2.3.4. The production manager arranges the necessary resources to produce an increased amount of the product
5.2. Organizing
5.2.1. Using the resources of the organization in the most efficient way possible to carry out the plan
5.2.2. Each department within a company has its own manager, who is responsible for organizing the department
5.2.2.1. That manager determines duties and tasks for the department and establishes relationships with other departments to achieve the companies goals
5.2.2.2. The manager hires the employees
5.2.2.3. Writes job descriptions for each member of the department so each employee is aware of his/her role
5.3. Leading
5.3.1. Ensuring people work hard, directing their efforts to fulfill plans and accomplish objectives
5.3.2. Involves activities such as leading teams, and managing conflict and stress
5.3.3. Motivating
5.3.3.1. Managers must motivate their workers to do their best work at all times
5.3.3.2. Others are motivated because their managers appreciate and trust them, and challenge them
5.3.3.3. Compensation is a strong motivating factor
5.3.3.3.1. A skillful manager discovers how to best motivate each employees, and uses these motivating factors to increase productivity
5.3.4. Encouraging participation
5.3.4.1. Participative planning
5.3.4.1.1. Allows employees to direct decisions that affect them within their department
5.3.4.1.2. Results in better decisions
5.3.4.1.3. Improves staff motivation
5.3.5. Communicating
5.3.5.1. A good leader communicates to lead others and let them know what needs to be done
5.3.5.1.1. Directions
5.3.5.1.2. Urgency
5.3.5.1.3. Corporate values
5.3.5.1.4. Plans
5.3.5.1.5. Goals
5.3.5.2. Failure to communicate causes tasks to be done poorly or not to be done at all
5.3.5.2.1. Wastes labour
5.3.5.2.2. Damages companies reputation
5.4. Controlling
5.4.1. Measuring work performance, comparing results to objectives, and taking corrective action as needed
5.4.2. Employee discipline
5.4.3. Budgeting
5.4.3.1. Number of employees in a department
5.4.3.2. Amount of money the department recieves
5.4.3.2.1. If department fails, budget is cut
5.4.3.3. The extent of the departments physical supplies
5.4.3.3.1. If department fails, resources are reduced
5.4.3.3.2. If department exceeds goals, more resources are required and supplied
5.4.3.4. If department reaches its goal simply, little changes
5.4.4. Performance appraisals
6. Managing resources
6.1. Purchasing
6.1.1. Managers negotiate deals for the supply and delivery of raw materials, equipment, supplies and goods for resale
6.1.1.1. Managers arrange for inventory to arrive exactly when it is needed aka Just-in-time (JIT) delivery
6.1.1.1.1. JIT reduces the need for space in a facility
6.2. Production
6.2.1. Managers balance the activities in a facility to ensure the products get made
6.2.1.1. This includes arranging for raw materials to get processed into a finished product, packaged and stored until delivery
6.2.1.2. Managers arrange and coordinate plant maintenance, shift scheduling, machinery repair and technological improvements
6.3. Research and development
6.3.1. meant to create new products or improve on existing ones
6.3.2. They usually take directions from the marketplace feedback
6.4. Finance
6.4.1. Manager is usually an accountant. Keeps records of the companies financial transactions
6.4.1.1. Setting the budget of each department
6.5. Marketing and distribution
6.5.1. The marketing manager is responsible for developing sales strategies
6.5.1.1. Advertising
6.5.1.2. Promotional activities
6.5.1.3. Publicity
6.5.2. The distribution manager focuses on product distribution
6.5.2.1. Direct sales efforts
6.5.2.1.1. Sales representatives
6.5.2.2. Indirect sales efforts
6.5.2.2.1. Vending machines
6.5.2.2.2. Catalogues
6.5.2.2.3. Internet sales
6.5.2.2.4. Internet sales
7. Ethical behaviour and management
7.1. Management and Employees
7.1.1. Managers must lead by example and be ethical role models
7.1.1.1. Provide fair pay and reasonable hours
7.1.1.2. Treat their employees with respect and dignity
7.1.1.3. Vacations and interesting work
7.1.2. Example: Starbucks
7.2. Management and the Community
7.2.1. Companies should participate in environmentally friendly practices
7.2.1.1. Use green building materials
7.2.1.2. Have guidelines for energy conservation
7.2.1.3. Avoid polluting
7.2.1.4. These practices can improve public relations
7.2.1.4.1. Consumers may buy more from a company that cares about the environment
7.2.1.4.2. They can increase sales and profits in the long run
7.3. Management and the Environment
7.3.1. Management may decide to contribute to charitable organizations
7.3.2. They may have their own initiatives or they can fund raise for another organization
7.3.2.1. CIBC run for the cure
7.3.2.2. DPCDSB raises money for Sharelife