1. Ch. 1

2. I. Need For Management  Organization – group that has common goal  Operations - producing  Marketing – informing and selling  Financing - $ to produce and sell

3. A. What is Management?  Management – working with and through people to reach a goal  Human Resources - people  Physical Resources – building, machines, etc.  Financial Resources - $, capital and credit

4. B. Levels of Management – based on responsibility (obligation) and authority (tell people what to do) 1. Top – overall operation 2. Middle – in charge of plant or division, etc. 3. Supervisory – in charge of operative (nonmanagerial) employees (rank and file)

5. II. What Do Manager Do? A. Functions Performed by Managers 1. Planning – where to we want to go and how we will get there 2. Organizing – what we need to do and who is going to do it 3. Staffing – recruiting, training and promoting 4. Leading – conducting, guiding, influencing and motivating 5. Controlling – did your staff do what they were supposed to do, corrective action

6. B. How are the functions related? everybody does them, when appropriate

7. C. Roles Played by Managers – depends on emphasis  Interpersonal Role: figurehead, leader, liaison  Informational Role: monitor, Disseminator, Spokesperson  Decision-Making Role: Entrepreneur, disturbance handler, resource allocator, negotiator

8. III. Skills Required for Effective Management A. Conceptual Skills – mental ability to “see” what is going on, looking for patterns B. Human relations skills – understanding and interacting effectively with others C. Technical skills – understanding and being able to supervise effectively specific processes required

10. D. Administrative skills – procedures and paperwork

11. IV. The Transition: Where Supervisors come from  Promoting from within The good  Understands culture and organization  Knows requirements and personnel  Offers incentive for others The bad  Take the best present performer – may not have the skiils  Inadequately training

12. V. Supervisory Relationships A. Personal Relationships – what additionally comes to work B. Organizational Relationships 1. Supervisor-to-Employee relationships 2. Relationships with peer supervisors and union steward 3. Supervisor-manager relationships C. External Relationships  Owners, customers, suppliers, government, etc.

13. VI. The Emerging Position of Supervisory Managers  My way or the high way vs  Supportive, facilitating, leaner organizations, helping employees to grow and develop