Chapter 1 learning objective

1. Define Management / Describe five management competencies that are becoming

crucial in today’s fast-paced and rapidly changing world

Management is the attainment of organizational goals in an effective and efficient

manner through planning, organizing, leading and controlling organizational
resources.

The five management competencies include communication competency, planning

and financial management, teamwork competency, strategic action competency,
global awareness competency, emotional intelligence and self-management.

2. Why innovative management matters / Define the four management functions and
the type of management activity associated with each

Innovative managers matter because of the fundamental purpose and importance of

innovation. Businesses cannot survive long term without innovation, businesses will
lack direction without innovation, business employees will lack motivation, and
without an innovative manager a business will not be as productive and efficient as
the rest of the competition.

The four management functions include planning how to achieve the set goal,
organizing responsibility in order to complete the task, controlling by means of
monitoring the task and employees and leading employees to complete task.

3. How to overcome human barriers to innovation/ Explain the difference between

efficiency and effectiveness and their importance for organizational performance

The one human barrier to innovation is fear, fear of failure, fear of criticism, and fear
of career impact. In order to overcome the barrier a culture of fearlessness needs to
be adopted and culture of allowing for human side of innovation to thrive.

Effectiveness is the ability to complete the task of producing the good or service
provided by the organisation. Efficiency is the ability to complete the task with using
less input and delivering more output
4. Responsibilities/ Roles and types of managers / describe technical, human , and
conceptual skills and their relevance for managers

Managers are responsible for the setting of objectives, organising, motivating and
communication, measuring standards and targets, and developing people. A manger
has three roles, interpersonal role, Informational roles and Decisional Role.
Interpersonal role: figure head, leader and liaison.
Informational Role: Monitor, Disseminator and Spokesperson.
Decisional Role: Entrepreneur, Disturbance Handler, Resource allocator and
Spokesperson.

Technical skill is the ability to understand the job being done on a professional level.
Human skill is the ability to work with people and lead.
Conceptual skill is the cognitive ability to understand the organisation as a whole,
and the ins and outs of the organisation.

5. To understand the management process / Describe management types and the

horizontal and vertical differences between them

The management process includes planning of how to archive selected goal,

organizing of tasks, leading and controlling.

Management Types: Vertical

Top Managers: Responsible for the entire organisation
Middle managers: is middle level of the organisation, including departments
Project Manager: Responsible for a temporary work project
First –Line Manger: Responsible for production and service management in the front
line.

Management Types: Horizontal

Functional Manager: responsible for departments that perform specific tasks
General Management: Responsible for several departments.

6. To describe the managerial performance I,e efficiency and effectiveness / Summarize

the personal challenges involved in becoming a new manager

Effectiveness is archived when performing activities that ensure that the

organisation will archive its goals and the purpose of the organisation. Providing a
product or service that customers value.
Efficiency is archived when tasks are completed using less input then the output
produced.
 Most people who become new managers have little idea of what their duties are due
to little training of how to handle the new role. The challenge of being a new
manager includes increase workload, the challenge of supervising former peers, the
headache of responsibility for other people and being caught in the middle.

7. Describe managerial skills required of manager/ Define ten roles that managers
perform in organization

Managerial skill includes Conceptual skills: cognitive ability to see the organisation as
a whole, and the relationships of each part of the whole. Human skill: the ability of a
manager to work with people for an effective team. Technical skill: the
understanding of the task.

The 10 roles of a manager include

Interpersonal roles: Figurehead, Leader and Liaison

Informational Roles: Monitor, Disseminator and Spokesperson
Decisional Roles: Entrepreneur, Disturbance handler, Resource allocator and
spokesperson.

8. Explain the competencies needed to be an effective manager / explain the unique

characteristics of the managers role in small business and non-profit

There are six managerial competencies

 Communication competency
 Planning and financial management
 Teamwork competency
 Strategic action competency
 Global awareness competency
 Emotional intelligence and self-management

Managers in a small business often see their important role as the spokesperson due to
promotion purposes. Being an entrepreneur is also an important role due to the fact that
manages has to innovate in order to help the company. Small business managers tend to
rate lower on the leader role and on the information-processing role compared with those
who are in large corporations.