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Management
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
LEARNING OUTCOMES
1 Describe what management is
2 Explain the four functions of management
3 Describe different kinds of managers
4 Explain the major roles and subroles that
managers perform in their jobs
5 Explain what companies look for in
managers
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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LEARNING OUTCOMES
6 Discuss the top mistakes that managers
make in their jobs
7 Describe the transition that employees go
through when they are promoted to
management
8 Explain how and why companies can create
competitive advantage through people
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Management Is…
Getting work
done through
others
Efficiently
Effectively
4
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Management
• Getting work done through others
• Efficiency: Getting work done with minimum
effort, expense, or waste
• Effectiveness: Accomplishing tasks that help
fulfil organizational objectives
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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The Four Functions of Management
© 2015 Cengage Learning
1-1
Management Functions
• Planning
• determining organizational goals and a means
for achieving them
• Organizing
• deciding where decisions will be made, who
will do what jobs and tasks, and who will work
for whom in the company
1-2
© 2015 Cengage Learning
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Management Functions
• Leading
• inspiring and motivating workers to work hard
to achieve organizational goals
• Controlling
• monitoring progress toward goal achievement
and taking corrective action when progress
isn’t being made
1-2
© 2015 Cengage Learning
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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The Control Process
Set standards to
achieve goals
Make changes
to return
performance to
standards
Compare actual
performance to
standards
2.4
9
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What the Four Kinds of Managers Do
© 2015 Cengage Learning
1-3
Kinds of Managers
• Top managers: Executives responsible for
the overall direction of the organization
•
•
•
•
Chief executive officer (CEO)
Chief operating officer (COO)
Chief financial officer (CFO)
Chief information officer (CIO)
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
MGMT8 | CH1
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Kinds of Managers
• Middle managers
• Responsible for:
• Setting objectives consistent with top
management’s goals
• Planning and implementing subunit strategies
for achieving the objectives
• Plant manager, regional manager, or divisional
manager
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Kinds of Managers
• First-line managers
• Train and supervise the performance of
nonmanagerial employees who are responsible
for producing a company’s goods and services
• Responsibilities - Monitoring, teaching, and
short-term planning
• Office manager, shift supervisor, or department
manager
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Kinds of Managers
• Team leaders: Managers responsible for
facilitating team activities toward goal
accomplishment
• Help team members:
• Plan and schedule work
• Learn to solve problems
• Work effectively with each other
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Mintzberg’s Managerial Roles
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1-4
Managerial Roles
• Interpersonal
• Figurehead: Managers perform ceremonial
duties(welcome visitors, speak at opening of new
facilities, support local charities)
• Leader: Managers motivate and encourage
workers to accomplish organizational objectives
• Liaison: Managers deal with people outside
their units
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Managerial Roles
• Informational
• Monitor: Managers scan their environment for
information
• Disseminator: Managers share the collected
information with their subordinates and others
in the company
• Spokesperson: Managers share information
with people outside their departments or
companies
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Managerial Roles
• Decisional
• Entrepreneur: Managers adapt themselves,
their subordinates, and their units to change
• Disturbance handler: Managers respond to
pressures and problems that demand immediate
attention and action
• Resource allocator: Managers decide who gets
what resources and in what amounts
• Negotiator: Managers negotiate schedules,
projects, resources, and employee raises
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Skills Companies are Looking For
Technical skills
• Specialized procedures, techniques, and knowledge required to get the job
done
Human skills
• Ability to work well with others
Conceptual skills
• Ability to:
• See the organization as a whole, understand how the different parts affect
each other
• Recognize how the company fits into or is affected by its environment
Motivation to manage
• Assessment of how enthusiastic employees are about managing the work
of others
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Management Skills
© 2015 Cengage Learning
1-5
Exhibit 1.5
Top Ten Mistakes Managers Make
Source: M. W. McCall, Jr., and M. M. Lombardo, “What Makes a Top Executive?” Psychology Today, February 1983, 26–31.
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Stages in the Transition to Management
© 2015 Cengage Learning
1-7
Competitive Advantage through People
• Stanford University professor contends that
what separates top-performing companies
from their competitors is the way they treat
their work forces-in other words their
management.
• Managers in top-performing companies
develop workforces that a smarter, better,
trained, more motivated, and more
committed than their competitor’s
workforces.
23
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Competitive Advantage Through People
• Employment security
• Employees can innovate and increase the
profitability of an organization without the fear
of losing their job
• Selective hiring
• Companies need to hire the best talent due to
the presence of employment security
• Self-managed teams
• Produce high productivity through increased
employee commitment and creativity
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Competitive Advantage Through People
• Decentralization
• Allows employees closest to problems,
production, and clients to make timely decisions
• High wages contingent on organizational
performance
• High remuneration helps an organization attract
talented employees and retain existing
employees
• High wages indicates the organization values its
employees
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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Competitive Advantage Through People
• Training and skill development
• Companies need to invest resources in the
training employees to ensure skill development
• Reduction of status differences
• Leads to employees concentrating on work
related issues rather than biases and prejudices
of the management
• Sharing information
• Helps employees participate in the decision
making process
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SUMMARY
• Functions of management are planning,
organizing, controlling, and leading
• Kinds of managers are top, middle, firstline, and team leaders
• Roles played by managers include
interpersonal, informational, and decisional
• Technical, human, and conceptual skills are
essential for managers
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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KEY TERMS
•
•
•
•
•
•
•
•
•
Management
Efficiency
Effectiveness
Planning
Organizing
Leading
Controlling
Top managers
Middle managers
•
•
•
•
•
•
•
•
•
First-line managers
Team leaders
Figurehead role
Leader role
Liaison role
Monitor role
Disseminator role
Spokesperson role
Entrepreneur role
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
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KEY TERMS
•
•
•
•
•
•
•
Disturbance handler role
Resource allocator role
Negotiator role
Technical skills
Human skills
Conceptual skills
Motivation to manage
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
MGMT8 | CH1
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
MGMT8| CH1
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