CHAPTER 1: THE EXCEPTIONAL MANAGER
 The
pursuit of organizational goals
efficiently and effectively by integrating the
work of people through:




Planning
Organizing
Leading and
Controlling the organization’s resources
 The
pursuit of organizational goals
efficiently and effectively by integrating the
work of people through




Planning
Organizing
Leading and
Controlling the organization’s resources
Being effective
means being able
to reach our goals;
being able to
accomplish what
we set out to do.
 The
pursuit of organizational goals
efficiently and effectively by integrating the
work of people through




Planning
Efficiency means the
Organizing
wise use of resources
Leading and
Controlling the organization’s resources
Example: the smart bus driver
 The
Multiplier Effect

A manager’s influence on the organization is
multiplied far beyond the results that can be
achieved by one person working alone.

Being a manager comes with much responsibility
and many more benefits…

So, why are you studying management? How do you
think it is going to help you?
 Managing
for
 Managing for
 Managing for
 Managing for
 Managing for
 Managing for
goals
Competitive Advantage
Diversity
Globalization
Information Technology
Ethical Standards
your own Happiness and Life
 Managing
for Competitive Advantage
 Managing for Diversity
 Managing for Globalization
It is what makes
 Managing for Information Technology
you better than
 Managing for Ethical Standards your rivals.
 Managing for your own Happiness and Life
goals
Four Areas an org. must stay ahead
in:
1. Responsiveness to customers
2. Innovation
3. Quality
4. Efficiency
 Managing
for
 Managing for
 Managing for
 Managing for
 Managing for
 Managing for
goals
Competitive Advantage
Diversity
Globalization
Information Technology
Ethical Standards
your own Happiness and Life
 Managing
for
 Managing for
 Managing for
 Managing for
 Managing for
 Managing for
goals
Competitive Advantage
Diversity
Globalization
Information Technology
Ethical Standards
your own Happiness and Life
 Managing
for
 Managing for
 Managing for
 Managing for
 Managing for
 Managing for
goals
Competitive Advantage
Diversity
Globalization
Information Technology
Ethical Standards
your own
Happiness and Life
E-commerce
 E-business
 Knowledge Management
 Managing
for
 Managing for
 Managing for
 Managing for
 Managing for
 Managing for
goals
Competitive Advantage
Diversity
Globalization
Information Technology
Ethical Standards
your own Happiness and Life
WHY?
 Managing
for
 Managing for
 Managing for
 Managing for
 Managing for
 Managing for
goals
Competitive Advantage
Diversity
Globalization
Information Technology
Ethical Standards
your own Happiness and Life
PLANNING
ORGANIZING
LEADING
CONTROLLING
PLANNING
Setting goals &
deciding how to
achieve them
ORGANIZING
LEADING
CONTROLLING
PLANNING
LEADING
ORGANIZING
Arranging
resources so that
goals can be
accomplished
CONTROLLING
PLANNING
LEADING
Motivating,
directing,
influencing people
to accomplish
organizational
goals
ORGANIZING
CONTROLLING
PLANNING
ORGANIZING
LEADING
CONTROLLING
Monitoring and
taking corrective
actions to ensure
goals are reached
Top
Managers
Middle
Managers
First-Line
Managers
Nonmanagerial
personnel
Top
Managers
Middle
Managers
First-Line
Managers
Nonmanagerial
personnel
Make long-term decisions,
Set overall direction for the
org.; establish objectives,
policies etc.
Top
Managers
Middle
Managers
First-Line
Managers
Nonmanagerial
personnel
Implement the plans and
policies set by the top.
Supervise activities of those
below them
Top
Managers
Middle
Managers
First-Line
Managers
Nonmanagerial
personnel
Make short term decisions;
manage non-managerial
personnel
Top
Managers
Middle
Managers
First-Line
Managers
Functional
Areas
Nonmanagerial
personnel
R&D
Marketing
Finance
Production
H.R.
Functional
Managers are
responsible for
just one
organizational
activity
Top
Managers
Middle
Managers
First-Line
Managers
Functional
Areas
Nonmanagerial
personnel
R&D
Marketing
Finance
Production
H.R.
Functional
Managers are
responsible for
just one
organizational
activity
Top
Managers
General
Managers are
responsible for
several
Middle
Managers
First-Line
Managers
Functional
Areas
Nonmanagerial
personnel
R&D
Marketing
Finance
Production
H.R.
 For-Profit
organization
 Nonprofit
organization
 Mutual
benefit organization
 For-Profit
organization
 Nonprofit
organization
 Mutual
benefit organization
Does a managers functions
vary based on the kind of
organization they work in?
 Interpersonal
Roles
 Informational
Roles
 Decisional
Roles
 Interpersonal
Roles
 Informational
Roles
 Decisional
Roles
Managers must maintain contact
with those they work both inside
and outside the organization
 Interpersonal
Roles
 Informational
Roles
 Decisional
Roles
Managers get and pass on
information thereby helping others
perform their functions well
 Interpersonal
Roles
 Informational
Roles
 Decisional
Roles
Making decisions involving solving
problems, allocating resources, so
that a good opportunity can be
used to the organization’s benefit
 Entrepreneur
 Intrapreneur
 Are
they different from a manager?
 Technical
Skills
 Conceptual

Skills
Human Skills
 Technical
Skills
 Conceptual

Skills
Human Skills
Job specific knowledge.
 Technical
Skills
 Conceptual

Skills
Human Skills
Ability to think
analytically, to be able
to see the big picture
and understand unclear
situations
 Technical
Skills
 Conceptual

Skills
Human Skills
Ability to work with
people. Considered to
be among the most
valued traits in a
manager