chapter one - Cengage Learning

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

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CHAPTER ONE

Management is…

Getting work done through others

Efficiency

Effectiveness

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CHAPTER ONE

Classical

Management Functions

Management Functions

Updated

Management Functions

Planning

Controlling

Organizing

Leading

Making Things Happen

Meeting the Competition

Organizing People,

Projects, and Processes

Leading

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CHAPTER ONE

Making Things Happen

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

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CHAPTER ONE

Meeting the Competition

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

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CHAPTER ONE

Organizing People, Projects, and Processes

Consideration of people issues

Consideration of work processes

2.3

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CHAPTER ONE

Leading

Motivation

Inspiration

Communication

Perspiration

2.4

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CHAPTER ONE

Kinds of Managers

Top Managers

Middle Managers

First-Line Managers

Team Leaders

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More

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CHAPTER ONE

Managerial Roles

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)

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CHAPTER ONE

What Companies Look for in Managers

Technical Skills Human Skill

Conceptual Skill Motivation to Manage

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CHAPTER ONE

Mistakes Managers Make

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

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10. Overdependent on advocate or mentor

Adapted from Exhibit 1.5

McCall & Lombardo, “What Makes a Top Executive?” Psychology Today , Feb 1983

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CHAPTER ONE

Competitive Advantage through People

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

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Adapted from Exhibit 1.7

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CHAPTER ONE