Ch 1
Jobs Spokesman
Chapter 1
Management
Erie Canal
Learning Outcomes
After reading this chapter, you should be able to:
1. Describe what management is.
2. Explain the four functions of management.
3. Describe different kinds of managers.
4. Explain the major roles and subroles that managers perform in their jobs.
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Learning Outcomes
After reading this chapter, you should be able to:
5. Explain what companies look for in managers.
6. Discuss the top mistakes that managers make in their jobs.
7. Describe the transition that employees go through when they are promoted to management.
8. Explain how and why companies can create competitive advantage through people.
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What is Management?
• Management is ………….
– Management is getting work done through others.
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Getting work done through others
MGMT = E
2
Efficiency
Effectiveness
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Management: Good vs. Bad
GOOD BAD
• What makes a good manager?
• What makes a bad manager?
• What are some qualities that make up a good manager?
• What are some qualities that make up a bad manager?
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The Four Functions of Management
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3
What the Four Kinds of Managers Do
Jobs
Top Managers
Middle Managers
First-Line Managers
Team Leaders
Responsibilities
Change
Commitment
Culture
Environment
Resources
Objectives
Coordination
Subunit performance
Strategy implementation
Nonmanagerial worker supervision
Teaching and training
Scheduling
Facilitation
Facilitation
External relationships
Internal relationships
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Mintzberg’s Managerial Roles
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Managerial Roles
___________________ Roles
Figurehead Managers perform ceremonial duties.
Leader
Liaison
Managers motivate and encourage workers to accomplish objectives.
Managers deal with people outside their units.
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Interpersonal Roles
Canadian well-known figureheads include:
• John Stanton, founder and president, The Running
Room
• Annette Verschuren, former president, The Home
Depot Canada
• Christine Day, president and chief operating officer, lululemon
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Managerial Roles
Monitor
________________ Roles
Managers scan their environment for information.
Disseminator Managers share information with others in their company.
Spokesperson Managers share information with others outside their departments or companies.
Jobs Spokesman
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Managerial Roles
Entrepreneur
_______________ Roles
Managers adapt to incremental change.
Disturbance
Handler
Managers respond to problems that demand immediate action.
Resource
Allocator
Managers decide who gets what resources.
Negotiator Managers negotiate schedules, projects, goals, outcomes, resources, and raises.
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Class Activity:
Canada’s Top-Managed Company
Beyond the Book
• 2012 top Canadian best-managed companies
– Canada’s 50 Best
• What do you think it takes to be one of
Canada’s top-managed companies?
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5
What Companies Look for in Managers
• ______________ Skills: ability to apply the specialized procedures, techniques, and knowledge required to get the job done
• ____________ Skills: ability to work well with others; is equally important at all levels of management, from first-line supervisors to CEOs
• __________________: ability to see the organization as a whole, how the different parts of the company affect each other, and how the company fits into or is affected by its external environment
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5
What Companies Look for in Managers
• _________________ to Manage: assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively toward others, tell others what to do, reward good behaviour and punish poor behaviour, perform actions that are highly visible to others, and handle and organize administrative tasks
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Management Skills
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6
Mistakes _______________ Make
The most common mistakes made by derailers are:
• being insensitive to others, through their abrasive, intimidating, and bullying management style
• betraying a trust
• being overly political and ambitious
• being unable to delegate, build a team, and staff effectively
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6
Top Ten Mistakes Managers Make
1. Specific business problems
2. Insensitivity (abrasive, intimidating, bully)
3. Cold, aloof, arrogant
4. Betrayed trust
5. Overmanaging, failing to delegate
6. Overly ambitious
7. Failed to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overly dependent on advocate or mentor
Source: M.W. McCall, Jr., and M. M. Lombardo, “What Makes a Top Executive?” Psychology Today, February 1983, 26-31.
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8
Competitive Advantage through People
Management Practices in
Top-Performing Companies
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
Source: J. Pfeffer, The Human Equation: Building Profits by Putting People First (Boston: Harvard Business School
Press, 1996.)
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Competitive Advantage through People
Competitive advantages of well-managed companies:
• Sales revenues
• Profits
• Customer satisfaction
• Stock market returns
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