Learning Objectives
 1.1 Describe the management process and why
it is important.
 1.2 Identify and differentiate between the levels
of management in an organization.
 1.3 Describe the key principles of management
and explain how they contribute to managerial
success.
 1.4 Identify the key characteristics and
competencies that managers should possess.
 1.5 Describe the criteria used to measure
managerial performance.
 1.6 Differentiate between internal and external
factors that impact the work of managers.
 1.7 Identify influential thought leaders and their
contributions to the management profession.
What is
Management?
Management is the process of obtaining,
deploying and utilizing a variety of essential
resources in support of an organization’s
objectives.
Manager or Supervisor – What’s the Difference?
• Manager – An individual who plans, organizes, staffs, directs and
controls the work of others in an organization.
• Supervisor – A type of manager who is in charge of, and
coordinates the activities of, a group of employees engaged in
related activities within a unit of an organization. Supervisors
typically manage non-managerial employees.
• Supervisors perform the same functions (planning, organizing,
staffing, directing, and controlling), to a greater or lesser degree, as
all other managers in an organization.
5 Skills of the Management Process
1) Planning – setting goals and objectives and converting them into
specific plans.
2) Organizing – lining up available resources, designing the
structure of the department, and dividing the work into jobs.
3) Staffing – determining the number and kinds of employees
needed, then interviewing, selecting, and training employee to fill
needs.
4) Leading – providing motivation, direction, and leadership.
5) Controlling – measuring results and making adjustments when
actual results vary from expected.
How are Managerial Levels Different?
•
Executives – top level managers who establish broad plans,
objectives, and strategies for the business.
•
Middle Managers – plan and implement programs to carry out the
objectives set by executives by directing supervisory managers.
•
Supervisory Managers – plan and direct the work of nonmanagerial employees at the operational level of the organization.
•
First-level managers typically have only nonmanagerial
employees reporting to them.
•
Second-level managers typically supervisors and
nonmanagerial employees reporting to them.
Managers become managers by thinking
and acting like managers. They:
•
Take a professional, disciplined approach to the work environment.
•
Think in a systematic way.
•
Approach work positively, rather than passively.
•
Accept responsibility for improving operations.
•
Make task assignments.
•
Solve problems and make decisions.
•
Understand their involvement in complex organizational activities.
Newly Appointed Manager Tips
•
Accept relationships with co-workers will be different .
•
Recognize that change can create problems, and that change
should be introduced slowly and carefully.
•
Don’t play favorites among employees.
•
Do your homework in order to provide a factual basis for decisions.
•
Invite and encourage knowledgeable employees to take initiative.
•
Communicate in all directions.
•
Don’t be afraid to ask for help.
•
Take care of yourself– mentally, emotionally and physically.
Management Principles
•
Work should be divided so that each person performs a
specialized portion. This is called division of work
•
Managers have the right to give orders and instructions, but must
accept responsibility for having the work done right.
•
Managers are responsible for discipline and morale, but they must
also offer something of value.
•
An individual should have only one boss. This is called unity of
command.
•
There should be one master plan or set of overriding goals. This is
called unity of direction.
Management Principles - continued
•
All individuals, especially managers, must place their interests
second to those of the organization.
•
Pay and rewards should reflect a person’s efforts and contributions
to the organization.
•
Instructions should flow down a chain of command from the higher
manager to the lower one.
•
Employees should be treated equally and fairly. This is called
equity.
•
Managers should encourage initiative among employees.
Managerial Job Roles
•
Technical Skills – job know-how; knowledge of the industry and
its particular processes, equipment, and problems.
•
Administrative Skills – knowledge of the entire organization and
how it is coordinated, knowledge of its information and records
system, capacity to interact with key constituents (often called
stakeholders), and ability to plan and control work.
•
Interpersonal Skills – knowledge of human behavior and the
ability to work effectively with individuals and groups – peers and
superiors as well as subordinates.
Where Do New Managers Come From?
•
Three out of four managers are promoted from within:
•
•
•
•
Long Service (have held many jobs).
Much more education than those they supervise.
The best and most experienced employees.
Of the managers that are not promoted from within:
•
•
Ten percent are hired from college or a technical school after
completing company-sponsored training.
Fifteen percent are hired from another company.
Most Sought After Qualities in Managers
Job Related Technical
Competence
Career-related
Competence
Personal Characteristics
Job knowledge
Problem solving
Integrity and credibility
Grasp of financial information
Decision making
Tenacity, dedication, and
perseverance
Results orientation
Communication
Flexibility
Leadership
Risk-taking propensity
Rapid and willing learner
Willingness to take initiative
Ability to adapt to change
Tolerance for stress
Capacity to build a cohesive team
Positive attitude
Demonstrated ability to get along
with people
Dependability and reliability
Capacity to present oneself
professionally in public
Creativity
Ethics and values
Energy and good health
How is Managerial Performance Judged?
•
Management of Resources
•
•
•
•
•
Facilities and Equipment
Information Technology
Human Resources
Money
Attainment of Results
•
•
•
•
Quantity
Quality and Workmanship
Costs and Budget Control
Management of Human Resources
Today’s Managerial Pressures
•
Technology, existing and changing
•
Legal Restrictions
•
Organizational policies and procedures
•
Pressures for meeting quality, quantity, cost control goals
•
Employee expectations for work-life balance, job control
•
Globalization
•
Changes in the workforce
•
Economic uncertainty
Influential
Thought Leaders
from the Past
Frederick W. Taylor (1856 – 1915)
•
“The father of scientific management”
•
Recognized for:
•
Analyzing work tasks to find “one best way” to perform and teaching
people that way
•
Developing the time and motion study as a metric for efficiency and
productivity
•
Impacting quality standards
Dale Carnegie (1888 – 1955)
•
•
Known for his famous courses which provide a common sense approach to
self-improvement, salesmanship, and public speaking.
•
Authored one of the most popular books in history, How to Win Friends
and Influence People
•
Taught millions how to achieve self-confidence and well-hones
interpersonal skills.
His simple, effective techniques have proven enduring and become part of
the American culture.
Dale Carnegie (1888 – 1955)
•
Rules on how to win friends include:
•
Show a genuine interest in other people
•
Be happy and positive
•
Remember that people love hearing the sound of their own name
•
Listen to other people and develop good listening skills
•
Talk about others’ interests rather than your own
•
Give others a sincere sense of their importance.
Dale Carnegie (1888 – 1955)
•
Rules on how to influence people include:
•
To get the best of a situation, avoid arguments.
•
Always listen to others’ opinions and never tell anyone they are wrong.
•
Admit if you are wrong.
•
Show friendliness.
•
Make statements that the other person can agree with.
•
Let the other person talk more than you.
Dale Carnegie (1888 – 1955)
•
More of Carnegie’s rules on how to influence people:
•
Make the other person feel that an idea is their own.
•
See the other person’s point of view.
•
Show empathy for others’ ideas and desires.
•
Infuse some drama into your ideas.
•
Appeal to the better nature of others.
•
Finish with a challenge.
W. Edwards Deming (1900 – 1993)
•
Credited with improving production in the US by applying statistical
methods to enhance product design, quality, testing and global sales.
•
Often referred to as the “father of quality.”
•
Recognized for:
•
Defining quality: Quality = Results of work efforts/ Total costs
•
The Deming System of Profound Knowledge
•
Jump starting quality movement at Ford Motor Company
Peter F Drucker (1909 – 2005)
•
“Invented” management as a discipline worthy of study
•
Gave management of large firms the essential tools to deal with
enormity, complexity, and growing global reach.
•
Often referred to as the “father of management theory and
organizational practice.”
•
Predicted many major developments of the 20th century.
Peter F Drucker (1909 – 2005)
•
Recognized for:
•
Popularizing the system of goal setting called “Management by
Objectives (MBO)”
•
Coining the term “knowledge worker”
•
Viewing employees as “assets or resources” and not liabilities
•
Believing that “managers cannot motivate people because people
motivate themselves”
C.K. Prahalad (1941 – 2010)
•
Known globally and consulted by the top management of many of the
world’s foremost companies
•
Researched corporate strategy and the role of top management in large,
multinational corporations.
•
Coined the term “core competency.”
•
Promoted the role business can play in tackling world poverty.
Influential
Thought Leaders
from the Present
Ken Blanchard
•
Know for the Hersey-Blanchard Situational Leadership Model:
•
Leaders and managers should be flexible and adjust their leadership
style according to the readiness of their followers and employees.
•
Readiness:
•
•
The extend to which a follower possesses the ability and
willingness to complete a task.
•
Employees with high readiness require a different leadership style
than those with low readiness.
Not strongly supported by scientific research.
Marcus Buckingham
•
Worked to uncover the key drivers of great performance and the factors
that differentiate high performing teams.
•
Conceived the strengths-based approach to management.
•
Noted Publications:
•
•
•
•
•
First Break all the Rules (1999)
Now Discover Your Strengths (2001)
One Thing You Need to Know (2005)
Go Put Your Strengths to Work (2007)
The Truth About You (2008)
Jim C. Collins
•
Researched how companies grow, how they attain superior performance,
and what takes a company from “good to great.”
•
•
Found that an average company can become great by focusing on its
field of competence and implementing “level 5 leadership.”
Level 5 leadership – leadership by persons who possess humility and a
fearless drive to succeed.
Stephen R. Covey
•
Authored one of the most influential self-help books of the 20th century, The
Seven Habits of Highly Effective People.
•
Identified Seven Habits shared by all truly effective people which can be
learned and lead to personal success:
•
•
•
•
•
•
•
Be proactive
Begin with the end in mind
Put first things first
Seek to understand, then be understood
Think win/win
Synergize
Sharpen the saw
John P. Kotter
•
Explores the new rules of leadership and the importance of lifelong
learning.
•
Developed the Eight Step method for leading change:
•
•
•
•
•
•
•
•
Establish a sense of urgency
Create the guiding coalition
Develop a vision and strategy
Communicate the change vision
Empower broad based action
Generate short-term wins
Consolidate change and produce more change
Anchor new approaches to the culture
John Maxwell
•
Committed to developing leaders of excellence and integrity.
•
•
•
•
Leadership learning is a daily commitment to leading with integrity,
discipline, vision, and experience.
Guiding philosophy: “everything rises and falls on leadership.”
The traits that are the raw material of leadership can be acquired.
Maxwell’s Five Levels of Leadership:
•
•
•
•
•
Position
Permission
Production
People Development
Personhood
Henry Mintzberg
•
Promotes educating managers with action learning and problem solving.
•
His theory on Organization Forms describes the six parts of an
organization:
•
•
•
•
•
•
•
The strategic apex (top management)
Middle line (middle management)
Operating core (operations)
Technostucture (systems and processes)
Support staff
Ideology (norms, values, and culture)
A strong advocate against management as a science.
Tom J. Peters
•
Led the way in preparing management for an era of staggering change,
starting in the mid-1970s.
•
•
•
Focuses on basic drivers of business success, rather than “just the
numbers.”
Advocates change and reinvention.
Recognized for:
•
•
•
The pursuit of excellence
Passionate leadership
Acquiring and developing the best talent
Peter Senge
•
Popularized techniques for stimulating problem solving and creative
thinking among managers.
•
Recognized for:
•
Developing the concept of a “learning organization” as a dynamic
system in a constant state of adaptation and improvement.
•
Adopting “systems thinking” as the cornerstone of the learning
organization.
•
Promoting shared vision as a framework for addressing problems and
opportunities.
Jack Welch
•
Former Chief Executive Officer (CEO) of General Electric
•
•
•
Has been described as the greatest manager in modern times.
Defines successful leaders as those who “grow others” and cautions
leaders about the real purpose of their job – to focus on employees,
not themselves
Recognized for his management philosophies:
•
•
•
•
Managing less is better. Don’t get bogged down in over managing
Manage by creating a vision – them make sure that employees run
with that vision.
Lead, don’t manage, then get out of the way. Let employees do their
jobs without interference
Instill confidence. Treat employees with respect in order to build their
confidence in your leadership.