Chapter 1
Managing in a Dynamic
Environment
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
1.1
Learning Objectives
After reading this chapter, you should be able to:
 Define managers and management
 Explain what managers do
 Demonstrate knowledge of the competencies used in
managerial work by developing and practicing them
 Describe the changing context of managerial work
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
1.2
A Model of Managerial Competencies
Communication
Competency
Planning and
Administration
Competency
Teamwork
Competency
Global
Awareness
Competency
Managerial
Effectiveness
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
SelfManagement
Competency
Strategic
Action
Competency
Adapted from Figure 1.1
1.3
Characteristics of Functional & General Managers
 Example
 Scope of
Subordinates Job
 Technical Skills
 “Big Picture”
Thinking
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Functional
Managers
General
Managers
VP of Finance
Store Manager
Low
High
High
Low
Low
High
1.4
Basic Managerial Functions
Organizing
Planning
Leading
Controlling
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Figure 1.2
1.5
Basic Levels of Management
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Figure 1.3
1.6
Dimensions of Communication Competency
 Informal Communication
• Flexible and varies approach in different situations
 Formal Communication
• Writes clearly, concisely and effectively, using traditional as well
as electronic media
 Negotiation
• Skilled at developing relationships and exercising influence in
all directions
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Table 1.2
1.7
Dimensions of Planning & Administration Competency
 Information Gathering, Analysis, and Problem Solving
• Takes calculated risks and anticipates consequences in a timely manner
 Planning and Organizing Projects
• Plans, schedules, prioritizes tasks, delegates
responsibilities
 Time Management
• Knows when to permit interruptions and when to screen them out
 Budgeting and Financial Management
• Understands budgets, cash flows, financial reports, and annual reports and
regularly uses such information
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Table 1.3
1.8
Dimensions of Teamwork Competency
 Designing Teams
• Formulates clear objectives that
inspires team members
 Creating a Supportive Environment
• Acts as a coach, counselor, and mentor,
being patient with team members as they learn
 Managing Team Dynamics
• Utilizes strengths and weaknesses and brings conflict into the
open
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Table 1.4
1.9
Dimensions of Strategic Action Competency
 Understanding the Industry
• Anticipates changes of competitors
and strategic partners
 Understanding the Organization
• Understands the distinctive competencies of the organization
 Taking Strategic Actions
• Considers the long-term implications
of actions in order to sustain and further
develop the organization
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Table 1.5
1.10
Dimensions of Global Awareness Competency
 Cultural Knowledge and Understanding
• Stays informed of political, social and
economic trends and events around the world
• Recognizes the impact of global events on the organization
 Cultural Openness and Sensitivity
• Recognizes variation of cultures and avoids stereotyping
• Is sensitive to cultural cues and is able to adopt quickly in novel
situations
• Adjusts own behavior when interacting with people of diverse
backgrounds
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Table 1.6
1.11
Dimensions of Self-Management Competency
 Integrity and Ethical Conduct
• Has clear personal standards of integrity and ethics
• Accepts responsibility for own actions
 Personal Drive and Resilience
• Seeks responsibility, shows perseverance in the face of obstacles, and
bounces back from failure
 Balancing Work and Life Issues
• Strikes a reasonable balance between work and other life activities
 Self-Awareness and Development
• Has clear personal and career goals and knows own values, feelings, and
areas of strengths and weakness
• Analyzes and learns from work and life experiences
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Table 1.7
1.12
The Evolving Structure of Organizations
1990
1980
2000
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Figure 1.4