Managers

7 Key excerpts on "Managers"

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  Business Management

  • James Burrow, Brad Kleindl, Michael Becraft, , James Burrow, Brad Kleindl, Michael Becraft(Authors)
  • 2016(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  All people have their own needs and, whenever possible, will choose to do things that satisfy their needs and avoid doing things that don’t. Managers can influence employee performance by understanding individual needs and provid-ing rewards that satisfy those needs when employees accomplish work goals. OPERATIONS MANAGEMENT Operations are the major ongoing activities of a business. Operations management involves effectively directing the major activities of a business to achieve its goals. Several activities are part of operations management. Facili-ties, equipment, materials, and supplies must be available and in good operat-ing condition so employees can perform their work. Employees must have the knowledge and skills to do their work. Managers must make sure that employ-ees complete their tasks on schedule and work to resolve problems that could interfere with the successful completion of the job. Effective planning and organizing are important parts of operations management. Planning helps employees know what to do. In the same way, well-organized work spaces and procedures for completing work tasks help operations run smoothly. If problems occur in the operations of a business, Managers should examine the planning and organizing of the work. Managers must be prepared to implement the activities assigned to their area of responsibility. Some activities are common to most management areas. For example, Managers must hire new employees, monitor work schedules, and communicate policies and procedures. In addition, most departments are orga-nized to perform specialized operations. The manager of the marketing depart-ment may be responsible for advertising and sales. The information systems manager must ensure that computer systems are operational, the company’s Internet sites are up to date, and software is problem-free. Managers need to understand the unique work of their departments in order to help employees complete that work.

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  Management

  • John R. Schermerhorn, Jr., Daniel G. Bachrach(Authors)
  • 2014(Publication Date)
  • Wiley

    (Publisher)

  A manager is a person who supports, activates, and is responsible for the work of others. Members of a board of directors or board of trustees are supposed to make sure an organization is well run and managed in a lawful and ethical manner. Top Managers guide the performance of the organization as a whole or of one of its major parts. Middle Managers oversee the work of large departments or divisions. Typical Business Board of Directors Top Managers Executive Director President, Administrator Vice President Chief Executive Officer President Vice President Middle Managers Division Manager Regional Manager Branch Manager Division Manager Regional Manager Plant Manager First-line Managers Nonmanagerial Workers Department Head Supervisor Team Leader Department Head Supervisor Team Leader Typical Nonprofit Board of Trustees FIGURE 1.3 Management levels in typical business and nonprofit organizations. 14 CHAPTER 1 ■ Management Today A first job in management typically involves serving as a team leader or supervisor— someone in charge of a small work group composed of non-managerial workers. 43 Typical job titles for these first-line Managers include department head, team leader, and supervi- sor. The leader of an auditing team, for example, is considered a first-line manager, as is the head of an academic department in a university. Even though most people enter the work- force as technical specialists such as engineer, market researcher, or systems analyst, at some point they probably advance to positions of initial managerial responsibility. Types of Managers Many types of Managers comprise an organization. Line Managers are responsible for work that makes a direct contribution to the organization’s outputs. For example, the pres- ident, retail manager, and department supervisors of a local department store all have line responsibilities. Their jobs in one way or another are directly related to the sales operations of the store.

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  Operations Management NQF2 SB

  TVET FIRST

  • M Engelbrecht(Author)
  • 2013(Publication Date)
  • Macmillan

    (Publisher)

  The Operations Manager is involved in overseeing every aspect of the business which has an impact on the final product or service on offer and ensuring that organisational procedures and practices are adhered to. In the case of a manufacturing business, he /she have the following roles in terms of specific functions: The Product: refers to what the business is actually producing e.g. a car, chemicals or dog food The Plant: the physical place where the production takes place and includes the building and machinery The Processes and procedures: the individual activities which make up the production process and the specific order in which they take place according to organisational procedures The Programmes: the monthly and yearly scheme of events and activities which comprise the overall activities of the business The People: Human resources are recruited, trained and mentored to ensure an efficient contribution to the overall welfare of the business. • • • • • • • • Words & terms Recur: repeated often or regularly Operations: the recurring activities of an organisation directed toward producing a product or rendering a service Words & terms Strategic decisions: carefully thought out plans which affect the direction the business is going in. Example: new products and new branches Words & terms Execute: carry out or complete a task 4 Topic 1 Roles of an Operations Manager Figure 1.1 The success of a big event depends largely on the Operations Manager Assessment Activity 1.1 Work with a partner Read through the Case Study and answer the questions that follow: 1. Discuss the role of Operations Manager in the success of the Nedbank Golf Challenge. Make notes to record the main points of your discussion. 2. List the functions that the Operations Manager fulfils to ensure that the tournament is a success. Case Study A Million Dollar Success Nedbank has a big stake in their key, sponsored event – The Nedbank Challenge.

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  Introduction to Business

  • Lawrence J. Gitman, Carl McDaniel, Amit Shah, Monique Reece, Linda Koffel, Bethann Talsma, James C. Hyatt(Authors)
  • 2018(Publication Date)
  • Openstax

    (Publisher)

  Introduction Learning Outcomes After reading this chapter, you should be able to answer these questions: What is the role of management? What are the four types of planning? What are the primary functions of Managers in organizing activities? How do leadership styles influence a corporate culture? How do organizations control activities? What roles do Managers take on in different organizational settings? What set of managerial skills is necessary for managerial success? What trends will affect management in the future? Exhibit 6.1 (Credit: Urs Rüegsegger / flickr / Public Domain Mark 1.0) Jalem Getz BuyCostumes.com/Wantable, Inc. You might ask, “How does one come to work in the world of online costume retail?” A passion for holiday make-believe and dress-up? A keen eye for business potential? The drive to capitalize on a competitive advantage? If you’re Jalem Getz, the answer is: all of these. Getz is the founder of BuyCostumes.com, an online costume and accessories retailer and, most recently, founder of Wantable, Inc. E X P L O R I N G B U S I N E S S C A R E E R S 1. 2. 3. 4. 5. 6. 7. 8. 6 Management and Leadership in Today's Organizations Today’s companies rely on Managers to guide daily operations using human, technological, financial, and other resources to create a competitive advantage. For many beginning business students, being in “management” is an attractive but somewhat vague future goal. This vagueness is due in part to an incomplete understanding of what Managers do and how they contribute to organizational success or failure. This chapter introduces the basic functions of management and the skills Managers need to drive an organization toward its goals. We will also discuss how leadership styles influence a corporate culture and As with most businesses, BuyCostumes.com and Wantable, Inc., are the result of careful planning.

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  Management Practice NQF2 SB

  TVET FIRST

  • T Krul P Makwetla(Author)
  • 2013(Publication Date)
  • Macmillan

    (Publisher)

  However, some types of these functions may be carried out at different levels of management. The planning function An organisation’s senior management is often responsible for strategic planning . This may include owners, shareholders, and the board of directors. In a small business, it may be one person (usually the owner) and in a large business, it is usually a group of people. For example, the owner of a business may plan to grow that business from a small, local firm to a large, international corporation within five years, with profitable operations in at least three countries. Middle level Managers are often responsible for tactical planning . This includes the managing director (MD), the operations manager and any other manager who is responsible for other lower-level Managers, but who answers to top management. For example, if top-level management has decided that the business must become an international organisation, the MD may plan for the business to improve profits by 20 per cent within two years as part of its tactical planning. Words & Terms allocate : to assign to an individual or group, or to give someone responsibility for something authority : having the power and the right to ask things of others Identify tasks and activities Plan Group activities Allocate activities to employees Specify responsibilities Decide how to departmentalise Monitor and control The organising process 48 Topic 2: Module 1 Operational planning is usually done by lower level management and supervisors. For example, in order to achieve the tactical plan of increasing profit, a marketing manager may plan a marketing campaign that aims to draw more customers. The plan will include details of where it will be implemented, for which product, and which consumers it is directed at.

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  Principles of General Management

  The Art and Science of Getting Results Across Organizational Boundaries

  • John L. Colley, Jacqueline L. Doyle, Robert D. Hardie, George W. Logan, Wallace Stettinius(Authors)
  • 2008(Publication Date)
  • Yale University Press

    (Publisher)

  The responsibilities of the general manager of a business encom-pass a wide variety of roles and tasks. In some way, nearly every major role of the general manager involves making decisions. These decisions, rang-ing from straightforward to complex, may address simply whether to per-petuate the status quo in some facet of the organization (often viewed as no decision at all), or they may encompass considering a broad range of variables and options in the context of the global economy. The outcomes of this wide variety of decisions faced by a general manager, collectively and sometimes individually, will undoubtedly have a major impact on the fortunes of the business. Managerial decision making involves consideration of various types of information, including fact and theory as well as opinion, conjecture, and, often, intuition. Managers might prefer clear-cut problems, where data and analysis align to lead to obvious rational conclusions, but deci-sions at high levels within the modern corporation are more often am-biguous. Decision making is frequently complicated by incomplete and/ or inaccurate information, conflicts of interest and opinions, and strong uncertainty about potentially influential factors, as well as the possible outcomes. Finally, and all too frequently, the decisions must be made with a great deal of urgency. Considering the high stakes and complex decisions, one can reasonably describe the general management task as momentous. 3 THE ROLES AND TASKS OF THE GENERAL MANAGER 40 The Essential Roles of the General Manager Given the expansive range of roles a general manager must play and the lengthy time period he or she must consider, one can develop an exten-sive list of job responsibilities. Naturally, executives may delegate certain tasks to others in the organization, while they must perform certain tasks them-selves. The role of the chief executive officer (CEO) as liaison to and member of the board of directors is explored in Chapter 2.

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  Project and Program Management

  A Competency-Based Approach, Fifth Edition

  • Mitchell L. Springer(Author)
  • 2023(Publication Date)
  • Purdue University Press

    (Publisher)

  • 347 Chapter 19 Managers, Leaders, and Entrepreneurs Leadership has been written and talked about nearly forever. In fact, even discussing it at this time seems somewhat antiquated. However, there is value in understanding the relative roles and responsibilities of leaders, especially as they relate to roles of Managers or even entrepreneurs. While there are many overlap- ping characteristics, each does have some unique attributes. Over the many years I have been involved with teaching, instructing, and facilitating courses and ses- sions on management and management methodologies and practices, there had always been an interest in discussing the differences between Managers, leaders, and entrepreneurs. Perhaps it’s a natural curiosity to better understand these individuals, their roles and responsibilities, and the like, in an attempt to compare ourselves to which, if not more than one, we would like to be. Given these many discussions, I thought it might be interesting to look at the research and body of ac- cumulated knowledge on what each of the above are and how they are similar or not. The following discussion, therefore, is merely meant to heighten our awareness of what exists in the way of material from research and practice, such that each of us can make our own conclusions and subse- quently draw parallels of similarities and differences. Defining Management Management refers to the process of getting activities completed efficiently and effectively with and through other people.  Efficiency is defined as getting more output from the given input yields, and getting more output from the given input yields an increase in efficiency.  Effectiveness is defined as achieving organizational goals—in other words, doing the right things. Efficiency is concerned with the means, while effectiveness is concerned with the ends. Is it possible, then, to be efficient, but not effective? Sure.

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