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Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
1
Chapter 1
Management
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
4
Management Is…
EffectivenessEffectiveness
EfficiencyEfficiencyGetting workGetting workdone throughdone through
othersothers
Getting workGetting workdone throughdone through
othersothers
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Doing things right
Doing the right thing
Getting work done with a minimum of effort, expense or waste.
Accomplishing tasks that fullfil organizational objectives.
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
5
Management Functions
Planning
Organizing
Leading
Controlling
Planning
Organizing
Leading
Controlling
Management Functions
22
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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Planning
2.12.1
Planning
Determining organizational goals and a means for achieving them
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Organizing
Deciding where decisions will be made
Who will do what jobs and tasks
Who will work for whom
2.22.2
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Leading
MotivatingMotivating
InspiringInspiring
LeadingLeadingLeadingLeading
2.32.3
For Anne Mulcahy, CEO of Xerox,
the key to successful leadership is
communicating with the company’s
most important constituents:
employees and customers.
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Controlling
2.42.4
Controlling
Monitoring progress toward goal achievement and taking corrective action when needed
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Kinds of Managers
Top Managers
Middle Managers
First-Line Managers
Team Leaders
33
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Top Managers
33.13.1
Chief Executive Officer (CEO)
Chief Operating Officer (COO)
Chief Financial Officer (CFO)
Chief Information Officer (CIO)
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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Responsibilities of Top Managers
Creating a context for changeCreating a context for change
Developing commitmentand ownership in employees
Developing commitmentand ownership in employees
Creating a positive organizational culture through language and action
Creating a positive organizational culture through language and action
Monitoring their business environmentsMonitoring their business environments
3.13.1
Responsible for setting overall direction of the
organization
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Middle Managers
33.23.2
Plant Manager
Regional Manager
Divisional Manager
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Responsibilities of Middle Managers
3.23.2
Coordinate and link groups, departments, and divisions
Coordinate and link groups, departments, and divisions
Monitor and manage the performance of subunits and managers who report to them
Monitor and manage the performance of subunits and managers who report to them
Implement changes or strategies generated by top managers
Implement changes or strategies generated by top managers
Plan and allocate resources to meet objectivesPlan and allocate resources to meet objectivesResponsibilities are influenced by those of top managers and are more narrowly
focused.
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
18
First-Line Managers
33.33.3
Office Manager
Shift Supervisor
Department Manager
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Responsibilities of First-Line Managers
3.33.3
Manage the performance of entry-level employees
Manage the performance of entry-level employees
Encourage, monitor, and reward the performance of workers
Encourage, monitor, and reward the performance of workers
Teach entry-level employees how to do their jobsTeach entry-level employees how to do their jobs
Make detailed schedules and operating plansMake detailed schedules and operating plans
The only managers that don’t supervise other managers but have daily contact
with “workers.”
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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Responsibilities of Team Leaders
Facilitate team performanceFacilitate team performance
Facilitate internal team relationshipsFacilitate internal team relationships
3.43.4
Manage external relations Manage external relations
Team leaders with less formal authority that facilitate activities of a group of workers toward goal accomplishment.
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
21
Managerial Roles
H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.
Adapted from Exhibit 1.444
Interpersonal Informational DecisionalFigurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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Managerial Roles
Figurehead
Leader
Liaison
Figurehead
Leader
Liaison
Managers perform ceremonial duties
Managers motivate and encourageworkers to accomplish objectives
Managers deal with people outsidetheir units
Managers perform ceremonial duties
Managers motivate and encourageworkers to accomplish objectives
Managers deal with people outsidetheir units
4.14.1
Interpersonal Roles Interacting with others
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Managerial Roles
4.24.2
Monitor
Disseminator
Spokesperson
Monitor
Disseminator
Spokesperson
Managers scan their environmentfor information
Managers share information with others in their company
Managers share informationwith others outside their departments or companies
Managers scan their environmentfor information
Managers share information with others in their company
Managers share informationwith others outside their departments or companies
Informational RolesObtaining and
sharing information
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Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Managerial Roles
4.34.3
Managers adapt to incremental change
Managers respond to problems thatdemand immediate action
Managers decide who gets what resources
Managers negotiate schedules, projects, goals, outcomes, resources, and raises
Managers adapt to incremental change
Managers respond to problems thatdemand immediate action
Managers decide who gets what resources
Managers negotiate schedules, projects, goals, outcomes, resources, and raises
Decisional Roles Making good decisions
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What Companies Look for in Managers
Technical SkillsTechnical Skills Human SkillsHuman Skills
Conceptual Skills
Conceptual Skills
Motivation to ManageMotivation to Manage
55Technical skills – ability to apply the specialized procedures, techniques, and knowledge required to get the job done.Human Skills – the ability to work well with others. Conceptual skills – the ability to see the organization as a whole and how different parts of the company affect each other.
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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What Companies Look for in Managers
55
Skills are more or less important at different levels of management:
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
Tasks of a new manager?
?29
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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The First Year Management Transition
Be the boss
Formal authority
Manage tasks
Job is not managing people
Be the boss
Formal authority
Manage tasks
Job is not managing people
Initial expecta-tions were wrong
Fast pace
Heavy workload
Job is to beproblem-solverand troubleshooter
Initial expecta-tions were wrong
Fast pace
Heavy workload
Job is to beproblem-solverand troubleshooter
No longer “doer”
Communication,listening, positivereinforcement
Learning to adaptand control stress
Job is peopledevelopment
No longer “doer”
Communication,listening, positivereinforcement
Learning to adaptand control stress
Job is peopledevelopment
Managers Initial Expectations
After Six MonthsAs a Manager
After a YearAs a Manager
Adapted from Exhibit 1.7
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Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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Mistakes Managers Make
Adapted from Exhibit 1.6McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983
1. Insensitive to others1. Insensitive to others
2. Cold, aloof, arrogant2. Cold, aloof, arrogant
3. Betrayal of trust3. Betrayal of trust
4. Overly ambitious 4. Overly ambitious
5. Specific performance problems with the business5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively7. Unable to staff effectively
8. Unable to think strategically 8. Unable to think strategically
9. Unable to adapt to boss with different style9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor10. Overdependent on advocate or mentor
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Arrivers vs. Derailers
Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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Management Practices in Top Performing CompaniesManagement Practices in Top Performing Companies
Competitive Advantage through People
Adapted from Exhibit 1.8
1. Employment Security1. Employment Security
2. Selective Hiring2. Selective Hiring
3. Self-Managed Teams and Decentralization3. Self-Managed Teams and Decentralization
4. High Wages Contingent on Organizational Performance 4. High Wages Contingent on Organizational Performance
5. Training and Skill Development5. Training and Skill Development
6. Reduction of Status Differences6. Reduction of Status Differences
7. Sharing Information7. Sharing Information
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Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved
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Competitive Advantage through People
Competitive Advantages of Well-Managed Companies
Competitive Advantages of Well-Managed Companies
Sales RevenuesSales Revenues ProfitsProfits
Stock Market Returns
Stock Market Returns
Customer SatisfactionCustomer Satisfaction
88 http://www.greatplacetowork.com/best/list-bestusa.htmWeb Link