The Making of a Manager: What to Do When Everyone Looks to You

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Entertain all ideas. In fact, the more ideas that come up, the better. In other words, there are no bad ideas. Encouragement of the group to freely offer all thoughts on the subject is important. Participants should be encouraged to present ideas no matter how ridiculous they seem, because such ideas may spark a creative thought on the part of someone else. c) Resource Allocator: In this role, the manager must divide work and delegate authority to subordinates. A manager must determine which subordinates will be responsible for which duties. The best way to allocate organizational resources will also need to be determined. Allocating financial resources and assigning staff and other organizational resources are all part of this process. Managers control what employees do, and how they do it, and then perform evaluations to optimize and improve.

The Making of a Manager: What to Do When Everyone Looks to You

We often use the words “management” and “leadership” as synonyms. We tend to think that top executives are leaders by default, and, likewise, we usually think that those in the middle of the organizational structure are managers. Regarding the industry environment, the important issue to appreciate is that they reside in the immediate competitive situations of a firm. Implementing values, lead by example to make sure your actions are consistent with what you preach. • The ability to recognize change Core purpose. This is the organization’s “reason of being”. This reason is deeper than making money. For example, the purpose of Mary Kay is “to give unlimited power to women,” and the purpose of Wal-Mart is to give ordinary people a chance to buy the same things as rich people.The new entrants are the upcoming competitors of the firm. They are potential competitors because the competitive intensity increases when they enter the industry with similar products. Regulators

Functions of Management: Planning, Organizing, Staffing 5 Functions of Management: Planning, Organizing, Staffing

Organizing at the level of a particular job involves how best to design individual jobs to most effectively use human resources. Traditionally, job design was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. However, experience has shown that it is possible for jobs to become too narrow and specialized. For example, how would you like to screw lids on jars one day after another, as you might have done many decades ago if you worked in company that made and sold jellies and jams? When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment, increased absenteeism, and turnover. The general environment usually includes political, economic, sociocultural, technological, legal, environmental (natural), and demographic factors in a particular country or region. The general environment consists of factors that may affect operations but influence the firm’s activities. A manager’s third decision-making role is to allocate resources. Management establishes priorities among various projects and programs and allocates budgetary resources to the different activities of the organization based on these priorities. Assigning employees to different tasks, allocating time to different activities, and allocating resources for new equipment, advertising, and pay increases are all part of their responsibilities.

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Changes today are so frequent, and every change brings so many challenges that managers and leaders of the organization need to be vigilant about environmental changes. The environment of an organization consists of its surroundings – anything that affects its operations favorably or unfavorably. Managers spend a great deal of time negotiating. It may be possible for the company chairman to negotiate a new strike issue with the union leaders, and the foreman to speak to the workers about grievances, etc. As a member of your team, department, or organization, you may be required to participate in and direct important negotiations. While one section of an organization faces opportunities, another faces threats from a similar environment, perhaps because of differentiation in their respective resources, capabilities, and entrenched positions within the industry. However, all the economic variables in the economy must be treated holistically for the clear envisioning of the entire economy and the market. Socio-Cultural Factors Groups may have difficulty performing tasks because the group, rather than a single individual, makes the decision, resulting in confusion when it comes time to implement and evaluate the decision.

Internal and External Environment Factors of Organizational Internal and External Environment Factors of Organizational

The external environment consists of an organization’s external factors indirectly affecting its businesses. The organization has little or no control over these factors, so the external environment is generally non-controllable. No knowledge or inadequate knowledge is very likely to lead managers to ineffectiveness because of ‘running on the wrong road for reaching the goals. A firm must be aware of technological changes to avoid obsolescence arid promote innovation. It means that strategy managers of an organization must be adept in – technological forecasting. Legal FactorsThe standard of business conduct varies from culture to culture, as does the taste and necessity of products and services. Socio-cultural forces include culture, lifestyle changes, social mobility, attitudes toward technology, and people’s values, opinion, beliefs, etc. Through communication, managers execute control over their teams. They regularly meet with their employees during team meetings or one-on-one conversations to review assignments, express concerns, or discuss expectations. At the same time, the growing demand for mobile services led to an expansion of industrial capacity, price wars, lowering of call tariffs, acquisitions, and declining industry profits.