What Will You Get Out of This Course?
 Exposure to various components of
Management... which might influence
your career choice!
 Skills that will make you a better
manager, no matter what size or type of
company you end working for or running!
 An understanding of how managers think,
behave, communicate, and reward… so
you can manage your manager better!
chapter one
Managers and Managing
McGraw-Hill/Irwin
Contemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
1.
2.
3.
4.
5.
6.
Describe what management is, why management is
important, what managers do, and how managers utilize
organizational resources efficiently and effectively.
Distinguish among planning, organizing, leading, and
controlling (the four functions of management or “pillars of
management”)
Differentiate among the levels of management, and
understand the tasks and responsibilities of managers at
different levels.
Distinguish between three kinds of managerial skill-sets, and
explain why managers are divided into different departments
to perform their tasks more efficiently and effectively.
Discuss some major changes in management practices
today that result from globalization and technological
advances.
Discuss diversity and men vs. women as managers
1-4
Managers
Managers – The people responsible for supervising
the use of an organization’s resources to meet its
goals
Management - The planning, organizing, leading,
and controlling of human and other resources to
achieve organizational goals effectively and
efficiently (Words in RED are also known as the 4
Organizational Tasks)
Principles of Management – Guides to action for
managers to take, not rigid laws
1-5
The Universality of Management
Universality of Management – Principles of
Management apply:
– Across all Organizations: Businesses, churches,
sports teams, etc
– Across all levels of an organization
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
“Good” Management
Q. Why is good management valuable for companies?
Q. Why is good management important to society?
(Think “offense” and “defense”)
McGraw-Hill/Irwin
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Performance
A measure of how efficiently and effectively managers
use available resources to satisfy customers and
achieve organizational goals
Efficiency - A measure of how well or how productively
resources are used to achieve a goal
Effectiveness - A measure of the appropriateness of the
goals an organization is pursuing and the degree to
which they are achieved.
1-8
Figure 1.1
1-9
The 4 Management Functions
• Managers at all levels in all organizations
perform each of the 4 essential managerial
functions.
• These functions will be covered this term…




Planning – chapters 8 & 9
Organizing – chapters 11, & 12
Leading – chapters 13, 14, & 15
Controlling – chapter 10
1-10
Four Functions of Management
Figure 1.2 1-11
Planning
1. Planning - Process of identifying and
selecting appropriate organizational goals
and courses of action
1-12
Steps in the Planning Process
1.
2.
3.
Deciding which goals the organization will
pursue (prioritizing and documenting)
Deciding what courses of action to adopt to
attain those goals
Deciding how to allocate organizational
resources (people, money, facilities, etc)
1-13
Organizing
2. Organizing - creating a structure of working
relationships that allow organizational
members to interact and cooperate to achieve
organizational goals
– Involves grouping people into departments
according to the kinds of job-specific tasks they
perform
– Managers lay out lines of authority and
responsibility
1-14
Organizing
Organizational Structure - A formal system of task
and reporting relationships that coordinates and
motivates members so that they work together to
achieve organizational goals. Often visually shown
in an “Org chart”
1-15
Leading
3. Leading - Articulating a clear organizational
vision for its members to accomplish, and
energize and enable employees so that
everyone understands the part they play in
achieving organizational goals
Leadership involves using power, personality,
influence, persuasion, and communication skills
1-16
Controlling
4. Controlling – Evaluating how well an
organization has achieved its goals and to
take any corrective actions needed to
maintain or improve performance
• Ex: Setting sales objectives, measuring
performance, and as a result, adjusting the goals
and/or the performance
1-17
Definitions of Management Roles
Interpersonal Roles
Figurehead: Manager serves as official representative
of the organization or unit.
Relationship builder: Manager interacts with people
inside and outside the organization to gain
information.
Leader: Manager guides and motivates staff and acts
as a positive influence in the workplace.
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Definitions of Management Roles
Information-Related Roles
Monitor: Manager receives and collects information.
Communicator: Manager distributes information
within the organization.
Spokesperson: Manager distributes information
outside the organization.
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Definitions of Management Roles
Decision-Making Roles
Entrepreneur: Manager initiates change.
Disturbance handler: Manager decides how conflicts
between subordinates should be resolved and steps in
when needed.
Resource director: Manager decides how the
organization will use its resources.
Negotiator: Manager negotiates major contracts.
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Levels of Management
Figure 1.3
1-21
Levels of Management
• Chief executive officer (CEO) is company’s
most senior and important manager
• Central concerns are creation of a smoothly
functioning top-management team and
balancing the needs of all the company’s
stakeholders.
1-22
Levels of Management
• Top managers –
– Responsible for the performance of all
departments and have cross-departmental
responsibility.
– Establish organizational goals and monitor middle
managers
– Ultimately responsible for the success or failure
of an organization
1-23
Levels of Management
• Middle managers - Supervise first-line
managers. Responsible for finding the best way to
organize human and other resources to achieve
organizational goals
• First line managers - Responsible for daily
supervision of the non-managerial employees who
perform many of the specific activities necessary to
produce goods and services
1-24
Areas of Managers
Department
– A group of managers and employees who work
together and possess
similar skills
or use the same
knowledge, tools,
or techniques
1-25
Relative Amount of Time That Managers Spend on the
Four Managerial Functions
Figure 1.4
1-26
Management Skills
• Technical Skills –knowledge and expertise
• Human Skills – Building cooperation and working
with people
• Conceptual Skills – Ability to see the organization as
a whole (the big picture)
*As a manager moves from first-line to topmanagement, conceptual skills become more
important than technical skills, but human skills
remain fairly consistent
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Skill Types Needed
Figure 1.5 1-28
Assorted Management Definitions
Core Competency - Specific set of departmental skills, abilities,
knowledge and experience that allows one organization to
outperform its competitors
Restructuring - simplifying, shrinking, or downsizing an
organization’s operations to lower operating costs
Outsourcing - Contracting with another company, usually in a
low cost country abroad, to perform a work activity the
company previously performed itself
Empowerment - Giving employees more authority and
responsibility over the way they perform their work
Self- Managed Teams - Groups of employees who assume
collective responsibility for organizing, controlling, and
supervising their own work activities
1-29
Diversity in the Workplace
Diversity – inclusion of people of varying…
– Gender, Race, Religion, Nationality, Ethnicity, Age,
or Physical Ability
Glass Ceiling - A level within the management
hierarchy beyond which few women and minorities
advance.
Q. What are some reasons why diversity can be
beneficial to an organization? (don’t peak)
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Reasons for Creating
a Diverse Workforce
 Obtaining more ideas = better ideas
 Understanding customer wants and needs
(“mirroring”)
 Attracting top talent
 Retaining top talent – employees feel valued
and respected
 Securing the best person for each position
 Minimizing the risk of litigation and bad
Publicity
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Some Facts about Women in the
Workplace

A “pay gap” exists - Women earn 71% as much as men

A “glass ceiling” exists - Women hold only 25% of all management
jobs (most of which are lower) and only 5% of all VP positions

Women are often made to feel unwelcome and may be subjected
to harassment.

Women working full-time are still often expected to bear the
greater % of family responsibilities

Sexual stereotypes persist – less committed to work due to family
demands, lower capacity for leadership, best suited in certain
fields/positions, only here to find a husband

It is more difficult for women to network and to find mentors
Perception in the Workplace
Your manager exhibits the following behaviors in
the workplace:
•Talks loudly, intensely, and with authority
•Understands office politics and uses them to his
advantage
•Dresses, walks, and carries himself confidently
•Is blunt when punishing or delivering bad news
•Puts work before socializing and friendships
•Is demanding of himself and all others
Q. Give one word or phrase to describe this Man
.
Perception in the Workplace
Your manager exhibits the following behaviors in
the workplace:
•Talks loudly, intensely, and with authority
•Understands office politics and uses them to her
advantage
•Dresses, walks, and carries herself confidently
•Is blunt when punishing or delivering bad news
•Puts work before socializing and friendships
•Is demanding of herself and all others
Q. Give one word or phrase to describe this Woman
.
Male vs. Female Managers
Let’s stir things up a little…
Q. Who makes a better manager – a man
or a woman?
.