© 2008 Prentice-Hall Business Publishing

Agenda for 8.26.13Agenda for 8.26.13

Today: - Notes – Together and On Your Own- Case Studies- How to Be An Awesome Young Manager

Wednesday:- Notes - Study Guide

Friday:- Unit 1 Test!!

Today: - Notes – Together and On Your Own- Case Studies- How to Be An Awesome Young Manager

Wednesday:- Notes - Study Guide

Friday:- Unit 1 Test!!

1

PowerPoint slides by

Susan A. Peterson, Scottsdale Community College

PowerPoint slides by

Susan A. Peterson, Scottsdale Community College

Chapter 1:Management and Organizations

Chapter 1:Management and Organizations

M a n a g e m e n t M a n a g e m e n t

© 2008 Prentice-Hall Business Publishing

Malden MillsMalden Mills

Let’s Recap this Case!- Who is Aaron

Feuerstein?- What happened to

Malden Mills?- Is profit or employee

well being more important?

Let’s Recap this Case!- Who is Aaron

Feuerstein?- What happened to

Malden Mills?- Is profit or employee

well being more important?

© 2008 Prentice-Hall Business Publishing

Journal EntryJournal Entry

What is a manager?

What does it take to be a great manager?

What skills or attributes to you possess that would make you a good manager?

What is a manager?

What does it take to be a great manager?

What skills or attributes to you possess that would make you a good manager?

© 2008 Prentice-Hall Business Publishing

Unit 1 EQ’s & EU’s Unit 1 EQ’s & EU’s

Enduring Understandings:

Businesses today operate in a world of constant change.

Managers perform various roles to ensure the productivity of a business.

Management is the process of deciding how best to use a businesses resources.

Essential Questions:

What would the world be like without managers?

What qualities do you think a manager should possess?

What would happen if no one wanted to be an entrepreneur?

Enduring Understandings:

Businesses today operate in a world of constant change.

Managers perform various roles to ensure the productivity of a business.

Management is the process of deciding how best to use a businesses resources.

Essential Questions:

What would the world be like without managers?

What qualities do you think a manager should possess?

What would happen if no one wanted to be an entrepreneur?

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© 2008 Prentice-Hall Business Publishing 6

What is Management?What is Management?

Management is a process that involves:

Assembling and using sets of resources

Acting in a goal-directed manner to accomplish tasks

Activities carried out in an organizational setting

Management is a process that involves:

Assembling and using sets of resources

Acting in a goal-directed manner to accomplish tasks

Activities carried out in an organizational setting

© 2008 Prentice-Hall Business Publishing 7

Managerial ChallengesManagerial Challenges

ManagingEntrepreneurially

ManagingStrategically

ManagingResources

ManagingChange

ManagerialChallenges

Is the most persistent, pervasive and powerful challenge for managers

Requires managers to gain employee

acceptance

Technology and Globalization cause

change!

Financial capital

Human resources

Physical resources

Technology

Searching for new opportunities

Identifying new ideas for new markets

Emphasizing actions to take advantage of uncertainty

© 2008 Prentice-Hall Business Publishing 8

Historical Approaches to ManagementHistorical Approaches to Management

Ancient China and art of warfare

Ancient Egypt and building of pyramids

Roman Empire and building of roads and viaducts

Industrial Revolution and modern management

Ancient China and art of warfare

Ancient Egypt and building of pyramids

Roman Empire and building of roads and viaducts

Industrial Revolution and modern management

© 2008 Prentice-Hall Business Publishing

Levels of ManagementLevels of Management

Senior Management

Middle Management

Supervisory Management

Senior Management

Middle Management

Supervisory Management

© 2008 Prentice-Hall Business Publishing 10

What do Managers do? …Managerial FunctionsWhat do Managers do? …Managerial Functions

PlanningPlanningO

rgan

izing

Org

anizin

g

DirectingDirecting

Co

ntr

oll

ing

Co

ntr

oll

ing

ManagingManaging

Adapted from Exhibit 1.1

© 2008 Prentice-Hall Business Publishing 11

Managerial RolesManagerial Roles

InterpersonalRoles

InterpersonalRoles Figurehead Figurehead LeaderLeader LiaisonLiaison

Adapted from Exhibit 1.2

Figurehead: attending ceremonial activities

Leader: influencing or directing others

Liaison: contacting others outside the formal chain of command

Figurehead: attending ceremonial activities

Leader: influencing or directing others

Liaison: contacting others outside the formal chain of command

© 2008 Prentice-Hall Business Publishing 12

Managerial RolesManagerial Roles

InformationalRoles

InformationalRoles MonitorMonitor DisseminatorDisseminator SpokespersonSpokesperson

Adapted from Exhibit 1.2

Monitor: seeking information to be aware of crucial developments

Disseminator: receiving and sending information

Spokesperson: representing the views of the unit for which he/she is responsible

Monitor: seeking information to be aware of crucial developments

Disseminator: receiving and sending information

Spokesperson: representing the views of the unit for which he/she is responsible

© 2008 Prentice-Hall Business Publishing 13

Managerial RolesManagerial Roles

DecisionalRoles

DecisionalRoles EntrepreneurEntrepreneur Disturbance-

handlerDisturbance-

handlerResource-allocator

Resource-allocator NegotiatorNegotiator

Adapted from Exhibit 1.2

Entrepreneur: exploring new opportunities

Disturbance-handler: acting as a judge or problem solver in conflicts among employees

Resource-allocator: deciding how resources will be distributed

Negotiator: making accommodations with other units

Entrepreneur: exploring new opportunities

Disturbance-handler: acting as a judge or problem solver in conflicts among employees

Resource-allocator: deciding how resources will be distributed

Negotiator: making accommodations with other units

© 2008 Prentice-Hall Business Publishing 14

Job A:

Project Team Manager

Job B:

Fast Foods Restaurant Manager

Demands Develop new product with strong market appeal

Hold formal weekly progress meeting with boss

Frequent travel to other company sites

Maintain attractive appearance of restaurant

Keep employee costs as low as possible

Meet standards for speed of service

Two Managerial Jobs—Examples!Two Managerial Jobs—Examples!

Adapted from Exhibit 1.3

© 2008 Prentice-Hall Business Publishing 15

Job A:

Project Team Manager

Job B:

Fast Foods Restaurant Manager

Constraints 12 month deadline for product development

Project budget limit of $1 million

No choice in selecting team members

Most employees have limited formal education

Few monetary incentives to reward outstanding performance

Federal and state health and safety regulations

Two Managerial Jobs (Examples)Two Managerial Jobs (Examples)

Adapted from Exhibit 1.3

© 2008 Prentice-Hall Business Publishing 16

Job A:

Project Team Manager

Job B:

Fast Foods Restaurant Manager

Choices The organizational structure of the project team

Sequencing of project tasks

Budget allocation

Selection of employee to promote to supervisor

Scheduling of shifts and assignments

Local advertising promotions

Two Managerial Jobs (Examples)Two Managerial Jobs (Examples)

Adapted from Exhibit 1.3

© 2008 Prentice-Hall Business Publishing 17

What Skills Do Managers Need?What Skills Do Managers Need?

TECHNICAL SKILLS

Specialized knowledge(Including when and how to use the skills)

TECHNICAL SKILLS

Specialized knowledge(Including when and how to use the skills)

INTERPERSONAL SKILLS

Sensitivity, persuasiveness, empathy

INTERPERSONAL SKILLS

Sensitivity, persuasiveness, empathy

CONCEPTUAL SKILLS

Logical reasoning, judgment, analytical abilities

CONCEPTUAL SKILLS

Logical reasoning, judgment, analytical abilities

Adapted from Exhibit 1.4

© 2008 Prentice-Hall Business Publishing

Why so few women and minorities?Why so few women and minorities?

As recently as the 1960’s encouraged to hold support roles (e.g. secretaries, teachers, waitresses, sales clerks)Glass Ceiling: invisible barrier that prevents women and minorities from moving up in the world of business- an unofficial but real impediment to somebody's

advancement into upper-level management positions because of discrimination based on the person's gender, age, race, ethnicity, or sexual preference.

Breaking the Glass Ceiling…”Avon Case Study” p. 6 in text

As recently as the 1960’s encouraged to hold support roles (e.g. secretaries, teachers, waitresses, sales clerks)Glass Ceiling: invisible barrier that prevents women and minorities from moving up in the world of business- an unofficial but real impediment to somebody's

advancement into upper-level management positions because of discrimination based on the person's gender, age, race, ethnicity, or sexual preference.

Breaking the Glass Ceiling…”Avon Case Study” p. 6 in text

© 2008 Prentice-Hall Business Publishing

What are entrepreneurs?What are entrepreneurs?

People who launch and run their own businesses

Case Study… “Nestlé's Sweet Organizational Structure” p. 11

People who launch and run their own businesses

Case Study… “Nestlé's Sweet Organizational Structure” p. 11

© 2008 Prentice-Hall Business Publishing

How to Be an Awesome Young Manager - Activity

How to Be an Awesome Young Manager - Activity

Go to the following link:- Young Manager Article

Read the article and write down the seven (7) tips the author gives to be an “awesome young manager.”- This is fair game for a

quiz and/or test!

Go to the following link:- Young Manager Article

Read the article and write down the seven (7) tips the author gives to be an “awesome young manager.”- This is fair game for a

quiz and/or test!

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