DEFINITION OF TERMS

1. Management - To design and maintain an internal environment in which people working

together in groups can perform effectively and efficiently towards the attainment of group goal
2. Manager - Refer to those persons responsible for directing the activities of other people.
- A person who has responsibility for the activities of other people in an organization.
TASKS OF A MANAGER
1) Planning - This involves the choice of the objectives to be pursued, the means to
achieve them, and allocating the resources of the organization.
2) Organizing - This involves identifying, subdividing, grouping and coordinating the
various activities required to achieve the objectives of the institution
 5S
1. Sort – When in doubt, move it out – Red Tag Technique
2. Set in Order – A place for everything and everything in its place
3. Shine – Clean and or inspect through cleaning
4. Standardize – Make up the rules, follow and enforce them
5. Sustain – Part of daily work and it becomes a habit
3) Staffing - This involves the recruitment, selection, assignment, and development of
the various kinds of human resources
4) Directing - This is the process of communicating with and influencing subordinates
towards the
5) Controlling - This is the function of monitoring performance and undertaking
corrective actions to ensure the attainment of predetermined goals and objectives
of the organization

SKILLS FOR EFFECTIVE MANAGEMENT

1. Technical skills - these skills may include menu planning, budgeting, food service and
taking computer reservations (Hands On)
2. People Skills - A manager needs to use all these skills to communicate effectively
with team members and to create cohesiveness within the team in order to achieve
their mutually agreed goals. Listening, questioning, managing conflict, and providing
support and praise are all people skills.
3. Conceptual Skills - Managers do a lot of thinking, especially when planning or when
analyzing why things aren’t going as expected.

TYPES OF MANAGER ROLES

1. Interpersonal Role - General Manager act as hosts to VIP guests, negotiate with
investors and lead staff at all levels through exemplary interpersonal
communication.
- The service attitude and ambience of an establishment often reflects the
interpersonal skills of the management personnel
 2. Informational Role - In order to manage service, managers need to develop systems
and procedures, monitor information and provide advice to employees.
- Daily and monthly reports and their interpretation provide ongoing
feedback and information to staff, which in turn has a significant impact on
service provision
3. Decision – making Role - Downturns in trade, such as lower than expected
occupancy levels, provide challenges for the decision-makers in the hospitality
organization

CHALLENGES OF WORKING TODAY

1. Talent – the ultimate foundations of organizational performance

- Intellectual capital – the collective brainpower or shared knowledge of a
workforce that can be used to create value
- Knowledge worker’s mind – a critical asset to employers and adds to the
intellectual capital of an organization
2. Technology –
- Tech IQ – a person’s ability to use technology to stay informed
3. Globalization – the worldwide interdependence of resource flows, product markets, and
business competition that characterize our economy.
4. Ethics – code of moral principles that set standards of conduct of what is good and right.
- ETHICAL EXPECTATIONS FOR MODERN BUSINESSES:
1.) Integrity and ethical leadership at all levels
2.) Sustainable development
3.) Natural environment protection
4.) Consumer protection
5.) Human rights
5. Diversity – reflects differences with respect to gender, age, race, ethnicity, religion, sexual
orientation, and able-bodiedness
- A diverse and multicultural workforce both challenges and offers
opportunities to employers
- HOW DIVERSITY BIAS CAN OCCUR
1) Prejudice
2) Discrimination
3) Glass ceiling effect
6. Careers –
- Three Types of Workers/ Shamrock Organization
1) Permanent full time workers
2) Temporary part time workers
3) Freelance or contract workers
Organization – a collection of people working together to achieve a common purpose

- Provide useful good and/or services that return value to society and satisfy
customer needs

COMMON CHARACTERISTICS OF ORGANIZATIONS

- Have a distinct purpose

- Composed of people
- Have a deliberate structure

ORGANIZATIONS AS OPEN SYSTEMS

1. The environment supplies

a. Resource inputs
- People
- Money
- Materials
- Technology
- Information
2. The organization creates
b. Transformation process
- Work activities turn into outputs
3. The environment consumes
c. Product outputs
- Finished goods
- Services

VALUE CREATION
Value – created when an organizations operations adds value to the original cost of resource inputs

ORGANIZATIONAL PERFORMANCE

1. Productivity – an overall measure of the quantity and quality of work performance with
resource utilization taken into account
2. Performance effectiveness – an output measure of task or goal accomplishment
3. Performance efficiency – An input measure of the resource costs associated with goal
accomplishment
WORKPLACE CHANGES THAT PROVIDE A CONTEXT FOR STUDYING MANAGEMENT

1. Belief in human capital

2. Demise of command and control
3. Emphasis on teamwork
4. Preeminence of technology
5. Importance of networking
6. New workforce expectations
7. Valuing sustainability

IMPORTANCE OF HUMAN RESOURCE AND MANAGERS

1. People are not costs to be controlled

2. High performing organizations treat people as valuable strategic assets
3. Managers must ensure that people are treated as strategic assets

MANAGERS
Managers – Directly supports, activates and is responsible for the work of others

- The people who managers help are the ones whose tasks represent the real
work of the organization

LEVELS OF MANAGEMENT/MANAGERIAL LEVELS

Board of Directors – Make sure the organization is run right

1. Top Managers – responsible for performance of an organization as a whole or for one of its
larger parts
- Executives responsible for the overall direction of the organization
- Conceptual Skills
- RESPONSIBILITIES
1. Creation of context for change (mission vision)
2. Develop employees ‘commitment to and ownership of the company’s
performance
3. Monitoring their business environments, moves and long-term business,
economic, and social needs.
2. Middle Managers – Oversee large departments or divisions
- Setting objectives consistent with top management’s goals
- Plan and implement subunit strategies for achieving these objectives
- Plan and allocate resources to meet objectives
- Human Skills
 3. First Line Managers–Train and supervise the performance of managerial employees who are
directly
| responsible for producing the company’s products or services.
- Manage performance of entry-level employees who are directly responsible
for producing a company’s goods and services
- Encourage, monitor, and reward the performance of their workers.
- Technical skills
4. Team Leaders – supervise non-managerial workers
- Responsible for facilitating team activities toward goal accomplishment
- Bring intellectual, emotional, and spiritual resources to the team
- Foster good relationships and addressing problematic one’s within their
teams

MANAGERIAL ROLES

1. Interpersonal Roles –
a. Figurehead Role - Managers perform ceremonial duties like greeting company visitors,
speaking at the opening of a new facility, or representing the company at a community
luncheon to support local charities

b. Leader Role - Managers motivate and encourage workers to accomplish organizational

objectives

c. Liaison role (Representative) - Managers deal with people outside their units
- Managers spend much time with outsiders as they do with their own
subordinates and their own bosses

2. Informational Role
a. Monitor Role - Managers scan their environment for information, actively contact others for
information.  Besides receiving firsthand information, managers monitor their
environment by reading local newspapers, Wall Street Journal, and other relevant
publications to keep track of customers, competitors, and technological changes that may
affect their businesses
b. Disseminator role (mystery shopper)- Managers share the information they have collected
with their subordinates and others in the company
c. Spokesperson Role - Share information with people outside their departments and
companies

3. Decisional Roles
a. Entrepreneur Role - Managers adapt themselves, their subordinates and their units to
change
 b. Disturbance handler - Managers respond to pressures and problems so severe that they
demand immediate attention and action.
c. Resource Allocator Role - Managers decide who will get what resources and how many
resources they will get.
d. Negotiator role - Managers negotiate schedules, projects, goals, outcomes, resources, and
employees raises.

SKILLS

1. Technical Skills - The ability to apply the specialized procedures, techniques, and knowledge
required to get the job done.  For the sales managers just described, technical skills involve the
ability to find new sales prospects, develop accurate sales pitches based on the customer needs,
and close the sale
2. Human Skills - The ability to work well with others  Managers with human skills work
effectively within groups, encourage others to express their thoughts and feelings, are sensitive
to others’ needs and viewpoints and are good listeners and communicators.
3. Conceptual Skills - The ability to set the organization as a whole, understand how the different
parts affect each other, and recognize how the company fits into or is affected by its external
environment such as the local community, social and economic forces, customers, and the
competition.

RESPONSIBILITIES OF TEAM LEADERS

1. Plan meetings and work schedules

2. Clarify goals and tasks, and gather ideas for improvement
3. Appraise performance and counsel team members
4. Recommend pay raises and new assignments
5. Recruit, train, and develop team members
6. Encourage high performance and teamwork
7. Inform team members about organizational goals and expectations
8. Inform higher levels of work unit needs and accomplishments
9. Coordinate with others teams and support the rest of the organization
10. Support team members in all aspects of their work
TYPES OF MANAGERS

1. Line Managers – responsible for work activities that directly affect organization’s outputs
2. Staff managers – use technical expertise to advice
3. Functional managers – are responsible for a single area of activity
4. General managers – responsible for more complex units that include many functional areas
5. Administrators – work in public and nonprofit organizations

ACCOUNTABILITY – the requirement of one person to answer to a higher authority for relevant
performance results

- Fulfilled by helping others to achieve high performance outcomes and

experience satisfaction in their work.

WHAT MANAGERS DO

1. Corporate Governance – BOD hold top management responsible for organizational performance
2. Quality of Work Life – An indicator of the overall quality of human experiences in the workplace
- INDICATORS
• Fair pay
• Safe working conditions
• Opportunities to learn and use new skills
• Room to grow and progress in a career
• Protection of individual rights
• Pride in work itself and in the organization
3. The organization as an upside-down pyramid
-  Each individual is a value-added worker
-  A manager’s job is to support workers’ efforts
-  The best managers are known for helping and supporting
MANAGEMENT PROCESS

1. Managers achieve high performance for their organizations by best utilizing its human and
material resources
2. Management is the process of planning, organizing, leading, and controlling the use of resources
to accomplish performance goals
3. All managers are responsible for the four functions
4. The functions are carried on continually
4 FUNCTIONS OF MANAGEMENT

1. Planning – Setting performance objectives and deciding how to achieve them

- Defining goals , establishing strategies to achieve goals, developing plans to
integrate and coordinate activities
2. Organizing – Arranging tasks people, and other resources to accomplish the work
- Arranging and structuring work to accomplish organizational goals.
3. Leading – Inspiring people to work hard to achieve high performance
- Working with and through people to accomplish goals
4. Controlling – Measuring performance and taking action to ensure desired results.
- Monitoring, comparing, and correcting work.

CHARACTERISTICS OF MANAGERIAL WORK

1. Long hours
2. Intense pace
3. Fragmented and varied tasks
4. Many communication media
5. Work largely through interpersonal relationships

LEARNING – The change in a behavior that results from experience

LIFELONG LEARNING – The process of continuously learning from daily experiences and opportunities

LEARNING MODEL FOR DEVELOPING MANAGERIAL SKILLS AND COMPETENCIES

1. Experience and Self-Assessment

 Learning from others
 Learning about Yourself
 End chapter self-assessments
 Online self-assessments
2. Inquiry and Reflection
 Real-life examples
 Research Brief
 Learning Checks
 Self-Test
3. Analysis and Application
 Real Ethics
 Issues and Situations
 Class Exercise
  Case Study

MANAGERIAL CONCERNS

1. Efficiency – Doing things right

- Getting the most output for the least inputs
- Low Waste in resource usage
2. Effectiveness – Doing the right things
- Attaining organizational goals
- High Goal Attainment

What Managers Actually Do

1. Interaction
o With others
o With the organization
o With the external context of the organization
2. Reflection
o Thoughtful thinking
3. Action
o Practical doing

Conceptual Skills

 Using information to solve business problems

 Identifying of opportunities for innovation
 Recognizing problem areas and implementing solutions
 Selecting critical information from masses of data
 Understanding of business uses of technology
 Understanding of organization’s business model

Communication Skills

 Ability to transform ideas into words and actions

 Credibility among colleagues, peers, and subordinates
 Listening and asking questions
 Presentation skills; spoken format
 Presentation skills
Effectiveness Skills

 Contributing to corporate mission/departmental objectives

 Customer focus
 Multitasking: working at multiple tasks in parallel
 Negotiating skills
 Project management
 Reviewing operations and implementing improvements

Interpersonal Skills

 Coaching and mentoring skills

 Diversity skills: working with diverse cultures
 Networking within the organization
 Networking outside the organization
 Working in teams; cooperation and commitment

Customers – The reason that organizations exist

- Managing customer relationships is the responsibility of all managers and

employees
- Consistent high quality customer service is essential for survival

Innovation – Doing things differently, exploring new territory and taking risks

- Managers should encourage employees to be aware of and act on

opportunities for innovation

Changes impacting the Manager’s Job

Changes Impact of Changes

Changing Technology (digitization) Shifting organizational boundaries
Virtual workplace
More mobile workforce
Flexible work arrangements
Empowered employees
Increased Security Threats Risk Management
Work life-personal life balance
Restructured workplace
Discrimination concerns
Globalization concerns
Employee assistance
Increased Emphasis on Organizational and Redefined values
Managerial Ethics Rebuilding trust
Increased accountability
Increased Competitiveness Customer service
Innovation Globalization
Efficiency Productivity

VALUE OF STUDYING MANAGEMENT

1. The universality of management

- Good management is needed in all organizations
2. The reality of work
- Employees either manage or are managed
3. Rewards and challenges of being a manager
- Management offers challenging, exciting and creative opportunities for
meaningful and fulfilling work..
- Successful managers receive significant monetary rewards for their efforts