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Chapter 8

Management

Book Version 6
By Boundless
Boundless Business
Business
by Boundless
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Section 1
An Introduction to Management
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Definition of Management

Management's primary function is to get people to work together for the attainment of an organization's goals and objectives.

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The Need for Management

Management is needed in order to facilitate a coordinated effort toward the accomplishment of an organization's goals.

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Trends in Management

Modern trends in management favor agile, iterative processes that focus on innovation, software development, and social impacts.

Section 2
Functions of Managers
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Planning and Decisions

Planning is the most fundamental of the five management functions; without it, none of the other functions can be carried out effectively.

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Organizing Tasks

Managers must organize to see their plans to fruition, thus assigning tasks to individuals and arranging them in an framework that allows decision making.

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Staffing Roles

The managerial responsibility of staffing is an involved process of hiring, training, compensating, positioning, and assessing team members to enable operational success.

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Leading Teams

Certain leadership competencies help people become effective leaders; successful team leaders follow planning and implementation processes.

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Knowledge Management

Organizations use knowledge management to identify, create, represent, distribute, and enable strategy and process.

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Controlling Activities

Controlling is a core managerial function defined by observing and optimizing operational processes.

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Customer Experience Management

Customer experience management focuses the operations and processes of a business around the need of the individual customer.

Section 3
Types of Management
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Management Levels: A Hierarchical View

An organization can have many different managers, across many different titles, authority levels, and levels of the management hierarchy.

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Management Areas: A Functional View

Organizational management is often approached by identifying business functions and assigning leadership to those functions.

Section 4
Decision Making
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Observation: Framing the Problem

A frame in social theory consists of a schema of interpretation that individuals rely on to understand and respond to events.

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Developing Alternate Plans of Action

It is important to develop and consider alternatives for dealing with any given situation.

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Analyzing the Options

Evaluating alternatives is an important and difficult step of the decision-making process.

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Putting the Plan to Work

After analyzing the options, the next step is the implementation of a solution.

Closing the Feedback Loop

Feedback is the process where past information influences the a similar phenomenon in the present or future.

Section 5
Characteristics of Good Managers
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Leadership

Leadership is organizing a group of people to achieve a common goal.

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Styles of Leadership

A leadership style is the manner and approach of providing direction, implementing plans, and motivating people.

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Technical Skills

Technical skills involve the process or technique knowledge, as well as proficiency, that may be needed in order to be a successful manager.

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Conceptual Thought

Conceptual thought involves seeing the important elements in any situation and, according to Rober Katz, is the key management skills.

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Analytical Mindset

Deriving, interpreting, and communicating patterns within data allows managers to make informed strategic and tactical decisions.

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Sensitivity to Human Relations

Good managers have an innate sensitivity to the needs of the people they manage, and a highly developed emotional intelligence.

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Management
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