Management_001 Managers & Managing

8/12/2019 Management_001 Managers & Managing

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Copyright 2006 by The McGraw-Hill Companies, Inc. All rights reserved.


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Cha

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Managers and ManagingManagers and Managing


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Learning ObjectivesLearning Objectives

Describe what management is, why management is

important, what managers do, and how managersutilize organizational resources efficiently andeffectively to achieve organizational goals

Distinguish among planning, organizing, leading, andcontrolling (the four managerial functions), andexplain how managers ability to handle each onecan affect organizational performance


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Learning ObjectivesLearning Objectives

Differentiate among three levels of management,and understand the responsibilities of managers atdifferent levels in the organizational hierarchy

Identify the roles managers perform, the skills theyneed to execute those roles effectively and the waynew information technology is affecting these rolesand skills

Discuss the principal challenges managers face intodays increasingly competitive global environment


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Steve Jobs AppleSteve Jobs Apple

How does SteveJobs pursue high-

performancemanagement at

Apple?


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What is Management?What is Management?

The planning, organizing, leading, and

controlling of human and other

resources to achieve organizational

goals effectively and efficiently


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ManagersManagers

Managers

The people responsible for supervising the

use of an organizations resources to meet

its goalsResources include people, skills, knowledge,

machinery,computers and IT,

and financial capital


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Figure 1.1


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Organizational PerformanceOrganizational Performance

A measure of how efficiently andeffectively managers are using

organizational resources to satisfycustomers and achieve goals


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Organizational PerformanceOrganizational Performance

Efficiency

A measure of how well or productivelyresources are used to achieve a goal

EffectivenessA measure of the appropriateness of the

goals an organization is pursuing and thedegree to which they are achieved.


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Why study management?Why study management?

Understanding what managers do and

how they do it is of central importanceto understanding how a society works

and how it creates wealthHelps people deal with their bosses and

coworkers

Opens a path to a well-paying job and asatisfying career


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Managerial FunctionsManagerial Functions

Managers at all levels in all

organizations perform each of thefunctions of planning, organizing,

leading, and controllingHenri Fayol outlined the four

managerial functions in his bookGeneral Industrial Management


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Four Functions of ManagementFour Functions of Management

Figure 1.2


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PlanningPlanning

Process of identifying and

selectingappropriate

goals andcourses of

action


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Steps in the Planning ProcessSteps in the Planning Process

Deciding which goals to pursue Deciding what courses of action to

adopt Deciding how to allocate resources


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OrganizingOrganizing

Process of establishing a structure of

working relationships in a way thatallows organizational members to work

together to achieve organizational goals


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LeadingLeading

Articulating a clear vision to follow, andenergizing and enabling organizationalmembers so they understand the partthey play in attaining organizationalgoals


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LeadingLeading

Leadership involves using power,

influence, vision, persuasion, andcommunication skills

Outcome of leadership is highly

motivated and committed organizationalmembers


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ControllingControlling

Evaluating how well an organization is

achieving its goals and taking action tomaintain or improve performance

The outcome of the control process is the

ability to measure performance accuratelyand regulate efficiency and effectiveness


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Types of ManagersTypes of Managers

First line managers - Responsible for day-to-

day operations. Supervise people performingactivities required to make the good or service

Middle managers - Supervise first-linemanagers. Are responsible to find the best

way to use departmental resources to achievegoals


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Types of ManagersTypes of Managers

Top managers - Responsible for theperformance of all departments and have

cross-departmental responsibility. Establish

organizational goals and monitor middle

managers


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Levels of ManagementLevels of Management

Figure 1.3


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Relative Amount of Time That Managers Spend

on the Four Managerial Functions

Relative Amount of Time That Managers Spend

on the Four Managerial Functions

Figure 1.4


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Areas of ManagersAreas of Managers

Department

A group of people who work together andpossess

similar skillsor use the same

knowledge, tools,

or techniques


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RestructuringRestructuring

Involves the use of IT to downsize anorganization by eliminating the jobs of

large numbers of top, middle, or first-

line managers and non-managerial

employees


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OutsourcingOutsourcing

Contracting with another company, usually

in a low cost country abroad, to perform anactivity the company previously performed

itself

Promotes efficiency by reducing costs and

allowing an organization to make better use

of its remaining resources


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EmpowermentEmpowerment

Expanding employees knowledge, tasks,

and responsibilities by using powerful

new software programs


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Self-managed teamsSelf-managed teams

Groups of employees with the

responsibility for supervising their ownactions such that the team can monitor

its members and the quality of the workperformed


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Managerial Roles and SkillsManagerial Roles and Skills

Managerial role - The set of specific

tasks that a person is expected toperform because of the position he or

she holds in the organization

Mintzberg identified three categories ofroles Decisional, Informational,

Interpersonal


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Decisional RolesDecisional Roles

Roles associated with methods managers use in

planning strategy and utilizing resources.Entrepreneurdeciding which new projects or programs

to initiate and to invest resources in.

Disturbance handlermanaging an unexpected event orcrisis.

Resource allocatorassigning resources betweenfunctions and divisions, setting the budgets of lower

managers.Negotiatorreaching agreements between other

managers, unions, customers, or shareholders.


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Informational RolesInformational Roles

Roles associated with the tasks needed to obtain and

transmit information in the process of managing the

organization.Monitoranalyzing information from both the internal

and external environment.Disseminatortransmitting information to influence the

attitudes and behavior of employees.

Spokespersonusing information to positively influence

the way people in and out of the organization respond

to it.


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Interpersonal RolesInterpersonal Roles

Roles that managers assume to provide direction and

supervision to both employees and the organization

as a whole.Figureheadsymbolizing the organizations mission

and what it is seeking to achieve.Leadertraining, counseling, and mentoring high

employee performance.

Liaisonlinking and coordinating the activities of people

and groups both inside and outside the organization.


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Being a ManagerBeing a Manager

BrevityBrevityBrevity

High VarietyHigh VarietyHigh Variety FragmentationFragmentationFragmentation

ManagerialProblems

ManagerialManagerialProblemsProblems


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Managerial SkillsManagerial Skills

Conceptual skills

The ability to analyze and diagnose a situation anddistinguish between cause and effect.

Human skills

The ability to understand, alter, lead, and control the

behavior of other individuals and groups.

Technical skillsThe specific knowledge and techniques required to

perform an organizational role.


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Skill Types NeededSkill Types Needed

Figure 1.5


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CompetenciesCompetencies

Specific set of skills, abilities, and

experiences that gives one managerthe ability to perform at a higher level

than another manager in a particularorganizational setting

Challenges for Management inChallenges for Management in


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Challenges for Management in

a Global Environment

Challenges for Management in

a Global Environment

Rise of Global Organizations.

Building a Competitive Advantage

Maintaining Ethical and Socially Responsible

Standards

Managing a Diverse Workforce

Utilizing Information Technology and E-

commerce

Building a CompetitiveBuilding a Competitive


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Building a Competitive

Advantage

Building a Competitive

AdvantageIncreasing Efficiency

Increasing Quality

Increasing Speed, Flexibility, and

Innovation

Increasing Responsiveness to

Customers

Building Blocks of CompetitiveBuilding Blocks of Competitive


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Building Blocks of Competitive

Advantage

Building Blocks of Competitive

Advantage

Figure 1.6

M t P th


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Monty PythonMonty Python

In the opening scene

of Monty Pythonand the Holy Grail

Is King Arthur being

effective traveling

across Britain by

banging coconutstogether? Efficient?

Offi SOffi S


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Office SpaceOffice Space

What type of manager

is Bill Lumbergh in the movie Office Space?

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