© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Rapid environmental shifts:
Technology
Globalization
Shifting social values

In the new workplace, work is
free-flowing and flexible
Success depends on innovation and
continuous improvement
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Managers
 do more with less
 engage hearts and minds
 see change as natural
 inspire vision and cultural values
 allow people to create a collaborative
workplace
 allow people to create a productive
workplace
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
organizational resources
 Today’s effective manager is an enabler
who helps people do and be their best.
 Today’s best managers are “future-facing.”
 Managers employ an empowering
leadership style.

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 I
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organization: Social entity that is goal
directed and deliberately structured
 Organizational effectiveness: Providing a
product or service that customers value
 Organizational efficiency: Refers to the
amount of resources (raw materials, money,
and people) used to achieve an
organizational goal

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Three categories of skills: conceptual,
human, technical
 The degree of the skills may vary but all
managers must possess the skills
 The application of management skills
change as managers move up the
hierarchy

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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


Missteps and unethical behavior have been in
the news
During turbulent times, managers must apply
their skills
Common management failures:
 Not listening to customers
 Unable to motivate employees
 Not building teams
 Inability to create cooperation
 Failure to clarify performance expectations
 Poor communication and interpersonal skills
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Top managers: Responsible for the entire
organization
 Middle managers: Responsible for business
units
 Project managers: Responsible for
misinterpreting signals
 First-line managers: Responsible for
production of goods and services

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Functional managers: Responsible for
departments that perform specific tasks
 General managers: Responsible for several
departments

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organizations often promote star
performers to management
 Becoming a manager is a transformation

Move from being a doer to a coordinator
Many new managers expect more freedom
to make changes
 Successful managers build teams and
networks
 Many make the transformation in a “trial by
fire”

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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The increased workload
 The challenge of supervising former peers
 The headache of responsibility for other
people
 Being caught in the middle

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
Adventures in multitasking
Activity characterized by variety,
fragmentation, and brevity
Less than nine minutes on most activities
Managers shift gears quickly

Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Role: Set expectations for a manager’s
behavior
 Every role undertaken by a manager
accomplishes the functions of:

Planning
Organizing
Leading
Controlling
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Manager roles are important to understand
but they are not discrete activities
 Management cannot be practiced as
independent parts
 Managers need time to plan and think

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
Small businesses are growing
Inadequate management skills is a threat
The roles for small business managers differ
Entrepreneurs must promote the business

Nonprofits need management talent
Apply the four functions of management to
make social impact
More focus on keeping costs low
Need to measure intangibles like “improving
public health”
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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