© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 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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video
© 2014 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
Managers get things done through the
organization
Create right systems and environment
Organizations need good managers
© 2014 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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© 2014 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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© 2014 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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In contrast to the traditional, hierarchical
relationship among layers of management and
managers and employees, in the contemporary
view, top managers support and serve other
managers and employees (through a process
called empowerment), just as the organization
ultimately exists to serve its customers and clients,

Empowerment is the process of enabling or
authorizing an individual to think, behave, take
action, and control work and decision making in
self-directed ways.
© 2014 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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© 2014 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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In both the traditional and contemporary views
of management, however, there remains the
need for different types of managers.
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Top managers are responsible for developing
the organization’s strategy and being a
steward for its vision and mission.
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A second set of managers includes functional,
team, and general managers.
© 2014 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 are responsible for the
efficiency and effectiveness of an area, such
as accounting or marketing.
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Supervisory or team managers are responsible
for coordinating a subgroup of a particular
function or a team composed of members
from different parts of the organization.
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Sometimes you will hear distinctions made
between line and staff managers.
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A line manager leads a function that contributes directly to the
products or services the organization creates. For example, a line
manager (often called a product, or service manager) at Procter &
Gamble (P&G) is responsible for the production, marketing, and
profitability of the Tide detergent product line.
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A staff manager, in contrast, leads a function that creates indirect
inputs. For example, finance and accounting are critical
organizational functions but do not typically provide an input into
the final product or service a customer buys, such as a box of Tide
detergent. Instead, they serve a supporting role.
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A project manager has the responsibility for the planning, execution,
and closing of any project. Project managers are often found in
construction, architecture, consulting, computer networking,
telecommunications, or software development.
© 2014 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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Mintzberg’s observations and subsequent research
indicate that diverse manager
activities can be organized into 10 roles.
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A role is a set of expectations for a manager’s
behavior. Exhibit 1.5 provides examples of each of
the roles.
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These roles are divided into three conceptual
categories: informational (managing by
information); interpersonal (managing through
people); and decisional (managing through
action).
© 2014 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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it is important to remember that the real job
of management cannot be practiced as a
set of independent parts; all the roles
interact in the real world of management.

As Mintzberg says, “The manager who only
communicates or only conceives never
gets anything done, while the manager
who only ‘does’ ends up doing it all alone.
© 2014 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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© 2014 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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Innovation is the new imperative
 Organizations cannot survive long term
without innovation
 Companies like Facebook are always
investing in new ideas
 Innovation should be a part of products,
processes, people, and values
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© 2014 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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At many companies, newproduct
development is a cautious, step-by-step
affair that might take a year or two to
unfold. What is different at Google?
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what are the main factors of Google’s
innovative strategies success?
© 2014 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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Rapid environmental shifts, such as changes
in technology, globalization, and shifting
social values, are causing fundamental
transformations that have a dramatic
impact on the manager’s job.

These transformations are reflected in the
transition to a new workplace
© 2014 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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© 2014 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 used to achieve an
organizational goal
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© 2014 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
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© 2014 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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© 2014 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
 Misinterpreting signals from marketplace
 Not building teams
 Inability to execute strategies
 Failure to comprehend and adapt to change
 Poor communication and interpersonal skills
© 2014 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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© 2014 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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© 2014 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
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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”
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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
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Manager’s shoptalk
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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
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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”
© 2014 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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Rapid environmental shifts:
Technology
Globalization
Shifting social values
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In the new workplace, work is
free-flowing and flexible
Success depends on innovation and
continuous improvement
© 2014 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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Collaboration across functions, levels,
customers, and companies
 Experimentation and learning are key
values
 Knowledge and information sharing
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More challenges and changes are on the
horizon! This is an exciting time in
management.
© 2014 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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