Personality traits Personality Traits: Characteristics that influence how people think, feel and behave on and off the job. Include tendencies to be enthusiastic demanding, easy-going, nervous, etc. Each trait can be viewed on a continuum, from low to high There is no \wrong trait, but rather managers have

Human Resource management Human Resource management includes all activities used to attract retain employees and to ensure they perform at a high level in meeting organizational goals. These activities are made up of 1. Recruitment selection 2. Training and development. 3. Performance appraisal and feedback. 4. Pay and benefits. 5. Labor relations Irwin/McGraw-Hill

Organizational Control Managers must monitor evaluate Are we efficiently converting inputs into outputs? Must accurately measure units of inputs and outputs. Is product quality improving e Are we competitive with other firms? Are employees responsive to customers? customer service is increasingly important. Are our managers innovative in outlook? Does the control system encourage risk-taking

Designing organizational structure Organizing the process by which managers establish working relationships among employees to achieve goals. Organizational Structure: formal system of task& reporting relationships showing how workers use resources

The planning process Planning is the process used by managers to identify and select goals and courses of action for the organization The organizational plan that results from the planning process details the goals to be attained o The pattern of decisions managers take to reach these goals is the organizations strategy

Managerial Decision Making Decision making: the process by which managers respond to opportunities and threats by analyzing options, and making decisions about goals and courses of action. oDecisions in response to opportunities: managers respond to ways to improve organizational performance. ODecisions in response to threats: occurs when managers are impacted by adverse events to the organization

Ethics and stakeholders sTakeholders: people or groups that have an interest in the organization Stakeholders include employees, customers, shareholders, suppliers, and others Stakeholders often want different outcomes and managers must work to satisfy as many as possible Ethics: a set of beliefs about right and wrong. Ethics guide people in dealings with stakeholders and others, to determine appropriate actions Managers often must choose between the conflicting interest of stakeholders Irwin/McGraw-Hill CThe McGran-Hill Companies, Inc, 2000

The Global environment oIn the past, managers have viewed the global sector as closed Each country or market was assumed to be isolated from others Firms did not consider global competition, exports oToday's environment is very different managers need to view it as an open market Organizations buy and sell around the world Managers need to learn to compete globally Irwin/McGraw-Hill CThe McGran-Hill Companies, Inc, 2000

Organizational Environment Organizational Environment: those forces outside its boundaries that can impact it. Forces can change over time and are made up of Opportunities and Threats. Opportunities: openings for managers to enhance revenues or open markets. New technologies, new markets and ideas. Threats: issues that can harm an organization. economic recessions, oil shortages

Scientific Management theory Modern management began in the late 19th century. Organizations were seeking ways to better satisfy customer needs Machinery was changing the way goods were produced Managers had to increase the efficiency of the worker -task mix Irwin/McGraw-Hill CThe McGran-Hill Companies, Inc, 2000