What is Management?
Management is a process that involves:

Assembling and using sets of resources

Acting in a goal-directed manner to
accomplish tasks

Activities carried out in an organizational
setting
1
Managerial Challenges
Managing
Change
Managing
Entrepreneurially
Managerial
Challenges
Managing
Resources
Managing
Strategically
2
Managerial Challenges: Managing
Change
Managing change:

Is the most persistent, pervasive and powerful
challenge for managers

Requires managers to gain employee
acceptance

Two major causes of change:

Technology

Globalization
3
Managerial Challenges: Managing
Resources
Managers must manage resources, including:

Financial capital

Human resources

Physical resources (plant and equipment)

Technology
4
Managerial Challenges: Managing
Strategically
Managers must:

Formulate and develop strategies to
achieve the organization’s goals

Implement the strategies effectively by
managing human resources
5
Managerial Challenges: Managing
Entrepreneurially
Managing entrepreneurially involves:

Identifying and exploiting for new
opportunities

Identifying new ideas for new markets

Emphasizing actions to take advantage
of uncertainty
6
What Managers Do ?
Managerial activities differ by:
 The functions managers serve

The roles in which managers operate

The dimensions of each manager’s job
7
Managerial Functions
Managing
Organizing
Controlling
Planning
Directing
Adapted from Exhibit 1.1
8
Planning
Planning involves:

Estimating future conditions and circumstances

Making decisions based on these estimations
about what work is to be done:

By the manager

By all of those for whom she or he is
responsible
9
Organizing
Organizing involves paying attention to:
 The structure of relationships among
positions
 The people occupying those positions
 Linking that structure to the overall
strategic direction of the organization
10
Directing
Directing is the process of influencing other
people to attain organizational objectives:

Motivating others

Interacting effectively in group and team
situations

Communicating in support of others’ efforts
11
Controlling
Regulating the work of those for whom a
manager is responsible, including:

Setting standards of performance in advance

Monitoring ongoing (real-time) performance

Assessing a completed performance
Results of the control process (evaluation) are
fed back to the planning process
12
Managerial Roles
Interpersonal
Roles
Figurehead
Leader
Liaison

Figurehead: attending ceremonial activities

Leader: influencing or directing others

Liaison: contacting others outside the formal
chain of command
Adapted from Exhibit 1.2
13
Managerial Roles
Informational
Roles
Monitor
Disseminator
Spokesperson

Monitor: seeking information to be aware of
crucial developments

Disseminator: receiving and sending information

Spokesperson: representing the views of the unit
for which he/she is responsible
Adapted from Exhibit 1.2
14
Managerial Roles
Decisional
Roles
Entrepreneur
Disturbancehandler
Resourceallocator
Negotiator

Entrepreneur: exploring new opportunities

Disturbance-handler: acting as a judge or problem solver
in conflicts among employees

Resource-allocator: deciding how resources will be
distributed

Negotiator: making accommodations with other units
Adapted from Exhibit 1.2
15
Managerial Job Dimensions

Activities or duties that
must be carried out

Standards or levels of
minimum performance
that must be met
Demands
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Managerial Job Dimensions
Demands
Constraints
Factors that limit the
response of the manager:

Time

Budgets

Technology

Attitudes of subordinates

Legal regulations
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Managerial Job Dimensions
Discretionary behavior
Demands
Constraints
Choices

How work is to be done

How much work is to be
done

Who will do the work

What initiatives will be
undertaken from almost
infinite possibilities
18
What Skills Do Managers Need?
TECHNICAL SKILLS
Specialized knowledge
(Including when and how to use the skills)
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
CONCEPTUAL SKILLS
Logical reasoning, judgment,
analytical abilities
Adapted from Exhibit 1.4
19
Importance of Managerial Skills at
Different Organizational Levels
Importance
High
Interpersonal skills
Technical skills
Conceptual skills
Low
Entry-Level
Managers
Mid-Level
Managers
Top-Level
Managers
Adapted from Exhibit 1.5
20