CHAPTER ONE
Management
Prepared by
Deborah Baker
Texas Christian University
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
Effective Management
2nd Edition
Chuck Williams
1
CHAPTER ONE

Getting work done through others
Efficiency
Effectiveness
1 Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
2
CHAPTER ONE

Classical
Management Functions
Updated
Management Functions
Planning
Controlling
Organizing
Leading
Making Things Happen
Meeting the Competition
Organizing People,
Projects, and Processes
Leading
1 Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
3
CHAPTER ONE


Determine what you want to accomplish

Plan how to achieve those goals

Gather and manage the information needed to make good decisions

Control performance
2.1
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
4
CHAPTER ONE


Consider the threat from international competitors

Have a well-thought-out competitive strategy

Embrace change and foster new product and service ideas

Structure their organizations to adapt to changing customers and competitors
2.2
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
5
CHAPTER ONE

Organizing People, Projects, and Processes

Consideration of people issues

Consideration of work processes
2.3
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
6
CHAPTER ONE

Leading

Motivation

Inspiration

Communication

Perspiration
2.4
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
7
CHAPTER ONE


Top Managers

Middle Managers

First-Line Managers

Team Leaders
3 Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
More
8
CHAPTER ONE

Informational Decisional Interpersonal
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance
Handler
Resource
Allocator
Negotiator
4
Adapted from Exhibit 1.3
H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
9
CHAPTER ONE

Technical Skills Human Skill
Conceptual Skill Motivation to Manage
5 Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
10
CHAPTER ONE

1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitions
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
6
10. Overdependent on advocate or mentor
Adapted from Exhibit 1.5
McCall & Lombardo, “What Makes a Top Executive?” Psychology Today , Feb 1983
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
11
CHAPTER ONE

MANAGEMENT PRACTICES
1. Employment Security
2. Selective Hiring
3. Self-Managed Teams and Decentralization
4. High Wages Contingent on Organizational Performance
5. Training and Skill Development
6. Reduction of Status Differences
7. Sharing Information
8
Adapted from Exhibit 1.7
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
12
CHAPTER ONE