Modern Management
9th edition
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© Prentice Hall, 2002
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 Objectives
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An understanding of the importance of management to society &
individuals
An understanding of the role of management
An ability to define management in several different ways
An ability to list & define the basic functions of management
Working definitions of managerial effectiveness & managerial
efficiency
An understanding of basic management skills & their relative
importance to managers
An understanding of the universality of management
Insights concerning what management careers are & how they evolve
An understanding of management’s digital focus
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THE IMPORTANCE OF MANAGEMENT
Influences all levels of an organization
Operations
Human Resources
Sales
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THE MANAGEMENT TASK
Table 1.1
Overall Compensation for Four Disney Top Managers: Fiscal Year 2000 a
Name and Title
Salary
Bonus
Total
Annual
Compensation
Options
/Other
Fiscal
Year
Total
Michael D. Eisner
Chairman of Board, CEO
$ 813,462
$ 8,500,000
Robert A. Iger
President, COO, Director
1,084,615
5,000,000
6,084,615
3,135,128
9,219,743
Thomas O. Staggs
Senior Executive VP, Pres., CFO
700,000
1,500,000
2,200,000
4,020
2,202,020
Peter E. Murphy
Senior Executive VP, CSO
700,000
1,500,000
2,200,000
4,020
2,204,020
$ 9,313,462 $ 3,004,020 $12,317,482
a
Figures based on company records
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THE MANAGEMENT TASK
The Role of Management
Defining Management
Continuing and related activities
Reaching organizational goals
Working with people and resources
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THE MANAGEMENT TASK
The Management Process:
Management Functions
Planning
Organizing
Influencing
Controlling
Gather
Compare
Modify
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THE MANAGEMENT TASK
Management Process and Goal Attainment
Bias for action
Closeness to customer
Autonomy and entrepreneurship
Productivity through people
Hands-on, value-driven orientation
“Sticking to the knitting’’
Simple organizational form with lean staff
Simultaneous loose-tight properties
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THE MANAGEMENT TASK
Organizational
Goals
Planning
Influencing
Controlling
Organizing
Interrelations of the four functions of Management
to attain organizational goals
Figure 1.2
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THE MANAGEMENT TASK
Management and Organizational Resources
Managerial Effectiveness
Managerial Efficiency
Management Skills
Technical
Human
Conceptual
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THE MANAGEMENT TASK
Organizational
Resources
People
Money
Raw Materials
Capital Resources
Inputs
Production
Process
Transformation of organizational resources into
finished products through the production process
Outputs
Finished
Products
Goods
Services
Figure 1.3
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RESOURCE USE
THE MANAGEMENT TASK
Efficient
(most resources
contribute
to production)
Not reaching
goals and not
wasting resources
Reaching goals
and not
wasting resources
Inefficient
(few resources
contribute
to production)
Not reaching
goals and
wasting resources
Reaching goals
and wasting
resources
Ineffective
(little progress
toward goals)
Effective
(substantial progress
toward goals)
GOAL ACCOMPLISHMENT
Various combinations of managerial
effectiveness and managerial efficiency
Figure 1.4
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THE MANAGEMENT TASK
MANAGEMENT LEVELS
Top
Management
Middle
Management
Supervisory or operational
Management
SKILLS NEEDED
Needs
Conceptual
skills
Needs
Needs
Human
skills
Technical
skills
As a manager moves from supervisory to top-management, conceptual
skills become more important than technical, but human remain important
Figure 1.5
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THE UNIVERSALITY OF MANAGEMENT
Universal
Universality of Management
The Theory of Characteristics
Positive physical and mental qualities
Special knowledge related to operation
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MANAGEMENT CAREERS
A Definition of Career
Career Stages, Life Stages, and Performance
Exploration Stage
Establishment Stage
Maintenance Stage
Career plateauing
Decline Stage
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MANAGEMENT CAREERS
High
Growth?
Performance
Advancement
Maintenance?
Decline
Stagnation?
Trial
Low
Exploration
Establishment
The relationships among career stages,
life stages, and performance
Maintenance
Decline
Figure 1.6
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MANAGEMENT CAREERS
Promoting Your Own Career
Plan
Proactive
Manager
Position
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MANAGEMENT CAREERS
Manager and Employee Roles in Enhancing
Employee Career Development
Table 1.2
Dimension
Professional Employee
Manager
Responsibility
Assumes responsibility for individual
career development
Assumes responsibility for employee
development
Information
Obtains career information through
self-evaluation and data collection:
What do I enjoy doing?
Where do I want to go?
Provides information by holding up a mirror
of reality:
How manager views the employee
How others view the employee
How “things work around here’’
Planning
Develops an individual plan to reach
objectives
Helps employee assess plan
Follow-through
Invites management support through
high performance on the current job by
understanding the scope of the job and
taking appropriate initiative
Provides coaching and relevant information
on opportunities
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MANAGEMENT CAREERS
Special Career Issues
Women Managers
Dual-Career Couples
How Dual-Career Couples Cope
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MODERN MANAGEMENT’S
DIGITAL FOCUS
Defining Digital Dimension
Digital
Digital Dimension
Digital Dimensioning
Digital Dimensioning and
Traditional Management
Functions
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SPECIAL FEATURES
FOR REMAINING CHAPTERS
Law of the situation
Spotlights
Global
Ethics
Diversity
Quality
People
Across Industries
Digital Focus
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Chapter One
Questions
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