Chapter 1
Management
Dr. Ellen A. Drost
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Copyright ©2008 by Cengage Learning. All rights reserved
Objectives
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What is Management
What do managers do?
What kinds of managers are there?
What roles do managers play?
What does it take to be a manager?
Why does management matter?
Numi Tea video
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What is Management
Management Is…
Getting work
done through
others
Efficiency
Effectiveness
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Management
Functions
Planning
Organizing
Leading
Controlling
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4
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Planning
Planning
Determining organizational
goals and a means for
achieving them
2.1
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Organizing
• Deciding where decisions will
be made
• Who will do what jobs and
tasks
• Who will work for whom
2.2
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Leading
Inspiring
Leading
Motivating
For Anne Mulcahy, CEO of Xerox,
the key to successful leadership is
communicating with the company’s
most important constituents:
employees and customers.
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Controlling
Controlling
Monitoring progress toward
goal achievement and taking
corrective action when
needed
2.4
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The Control Process
Set standards to
achieve goals
Make changes to return
performance to
standards
Compare actual
performance to
standards
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What Do Managers Do?
Kinds of Managers
• Top Managers
• Middle Managers
• First-Line
Managers
• Team Leaders
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Top Managers
• Chief Executive Officer (CEO)
• Chief Operating Officer (COO)
• Chief Financial Officer (CFO)
• Chief Information Officer (CIO)
3.1
3
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Responsibilities of Top
Managers
Creating a context for change
Developing commitment
and ownership in employees
Creating a positive organizational
culture through language and action
Monitoring their business environments
3.1
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Middle Managers
• Plant Manager
• Regional Manager
• Divisional Manager
3.2
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Responsibilities of Middle Managers
Plan and allocate resources to meet objectives
Coordinate and link groups,
departments, and divisions
Monitor and manage the performance
of subunits and managers who report to them
Implement changes or strategies
generated by top managers
3.2
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First-Line Managers
• Office Manager
• Shift Supervisor
• Department Manager
3.3
3
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Responsibilities of First-Line
Managers
Manage the performance of
entry-level employees
Encourage, monitor, and reward
the performance of workers
Teach entry-level employees how to do their jobs
Make detailed schedules and operating plans
3.3
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Responsibilities of Team
Leaders
Facilitate team performance
Manage external relations
Facilitate internal team relationships
3.4
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Mintzberg’s Managerial Roles
Interpersonal
Informational
Decisional
Monitor
Entrepreneur
Leader
Disseminator
Disturbance
Handler
Liaison
Spokesperson
Figurehead
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Resource
Allocator
Negotiator
H. Mintzberg, The Nature of Managerial Work. (New York: Harper & Row, 1973).
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Managerial Roles
Interpersonal Roles
Figurehead
Managers perform ceremonial duties
Leader
Managers motivate and encourage
workers to accomplish objectives
Liaison
Managers deal with people outside
their units
4.1
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Managerial Roles
Informational Roles
Monitor
Managers scan their environment
for information
Disseminator
Managers share information
with others in their company
Spokesperson
Managers share information
with others outside their
departments or companies
4.2
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Managerial Roles
Decisional Roles
Managers adapt to incremental change
Entrepreneur
Disturbance
Handler
Resource
Allocator
Negotiator
4.3
Managers respond to problems that
demand immediate action
Managers decide who gets
what resources
Managers negotiate schedules,
projects, goals, outcomes, resources,
and raises
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What Does It Take to Be a Manager?
What Companies Look for in Managers
Technical Skills
Human Skills
Motivation to
Conceptual Skills
Manage
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Management Skills
Skills are more or less important at different levels of
management:
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Mistakes Managers Make
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitious
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 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983.
Copyright ©2008 by Cengage Learning. All rights reserved
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Transition to Management
Managers’
Initial Expectations
 Be the boss
 Formal authority
After Six Months
As a Manager
(The First Year)
After a Year
As a Manager
 Initial expectations  No longer “doer”
were wrong
 Manage tasks
 Fast pace
 Job is not
managing people
 Heavy workload
 Communication,
listening, positive
reinforcement
 Learning to adapt
and control stress
 Job is to be
problem-solver
and troubleshooter  Job is people
development
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Why Management Matters?
Competitive Advantage through People
Management Practices in Top Performing Companies
1. Employment Security
2.
3.
4.
5.
6.
7.
Selective Hiring
Self-Managed Teams and Decentralization
High Wages Contingent on Org. Performance
Training and Skill Development
Reduction of Status Differences
Sharing Information
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Management Workplace
Numi Organic Tea
1. Who is Danielle Oviedo at Numi Organic Tea?
What was her task at Numi?
2. What is management, according to Danielle.
1. How does Numi see efficiency and effectiveness
3. List the type of managers referenced in video.
4. What is Danielle’s job as the distribution
manager at Numi?
5. From watching the video, what is the role of a
manager?
6. According to other managers, what made
Danielle Oviedo a successful manager at Numi?
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