MGMT
1
Management
© 2011 Cengage Learning
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describe what management is
explain the four functions of management
describe different kinds of managers
explain the major roles and subroles that managers
perform in their jobs
explain what companies look for in managers
discuss the top mistakes that managers make in
their jobs
describe the transition that employees go through
when they are promoted to management
explain how and why companies can create
competitive advantage through people
© 2011 Cengage Learning
What Is Management?
1. describe what management is
2. explain the four functions of
management
© 2011 Cengage Learning
Management Is…
• Getting work done through others
• Efficiency – getting work done with a minimum
of effort, waste, or expense
• Effectiveness – accomplishing tasks that help
fulfill organizational objectives
© 2011 Cengage Learning
The Four Functions of
Management
© 2011 Cengage Learning
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
© 2011 Cengage Learning
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
© 2011 Cengage Learning
What Do Managers Do?
3. describe different kinds of managers
4. explain the major roles and subroles
that managers perform in their jobs
© 2011 Cengage Learning
Top Managers
• CEO, COO, CFO, CIO
• Responsible for overall direction of the
organization
• Responsible for creating a context for change
• Develop employees’ commitment to and
ownership of company performance
• Create a positive organizational culture through
language and action
• Responsible for monitoring the business
environment
© 2011 Cengage Learning
Middle Managers
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Plant manager, regional manager, divisional manager
Set objectives consistent with top management’s goals
Implement subunit strategies for achieving objectives
Plan and allocate resources to meet objectives
Coordinate and link groups, departments, and divisions
Monitor and manage subunits and individual managers
© 2011 Cengage Learning
First-Line Managers
• Office manager, shift supervisor, department
manager
• Train and supervise the performance of
nonmanagerial employees
• Teach entry-level employees how to do their
jobs
• Encourage, monitor, and reward employees’
performance
• Make detailed schedules and operating plans
© 2011 Cengage Learning
Team Leaders
• Facilitate team activities toward accomplishing
a goal
• Help team members plan and schedule work,
learn to solve problems, and work effectively
with each other
• Manage internal and external relationships
© 2011 Cengage Learning
Mintzberg’s
Managerial Roles
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Interpersonal Roles
• Figurehead
– managers perform ceremonial duties
• Leader
– managers motivate and encourage workers to
accomplish organizational objectives
• Liaison
– managers deal with people outside their units
© 2011 Cengage Learning
Informational Roles
• Monitor
– managers scan their environment for information
and receive unsolicited information
• Disseminator
– managers share information with subordinates and
others in the company
• Spokesperson
– managers share information with people outside of
the company
© 2011 Cengage Learning
Decisional Roles
• Entrepreneur
– managers adapt themselves, their subordinates, and their
units to change
• Disturbance handler
– managers respond to problems so severe that they demand
immediate action
• Resource allocator
– managers decide who will get what resources and in what
amounts
• Negotiator
– managers negotiate schedules, projects, goals, outcomes,
resources, and employee raises
© 2011 Cengage Learning
What Does It Take to Be a Manager?
5. explain what companies look for in managers
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
© 2011 Cengage Learning
What Companies Look 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, to recognize how the
company fits into its external environment
• Motivation to manage
– an assessment of how motivated employees are to interact with
superiors, participate in competitive situations, behave
assertively with others, tell others what to do, reward good
behavior, punish poor behavior, perform actions that are highly
visible to others, and handle and organize administrative tasks
© 2011 Cengage Learning
Management
Skills
© 2011 Cengage Learning
Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating, bullying
style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
© 2011 Cengage Learning
The Transition to Management: The First Year
• Initially, managers believed their job was to exercise
formal authority and manage tasks
After 6 months…
• Managers were surprised by pace and workload
• Realized subordinates wanted help solving problems
they couldn’t solve
After 1 year…
• Realized that people management is most important
© 2011 Cengage Learning
Stages in the Transition
to Management
© 2011 Cengage Learning
Why Management Matters
8. explain how and why companies can
create competitive advantage through
people
© 2011 Cengage Learning
Competitive Advantage through
People
• What separates top-performing companies from
competitors is how they treat their workforces.
• Companies that invest in their people create
long-lasting competitive advantages that are
difficult for other companies to duplicate.
• Managers influence customer satisfaction
through employee satisfaction.
© 2011 Cengage Learning
Competitive Advantage through
People: Management Practices
© 2011 Cengage Learning
REELTOREAL
In Good Company
1.
2.
<click screenshot for video>
3.
© 2011 Cengage Learning
Which management skills
discussed in this chapter does the
character Mark Steckle seem to
lack?
The sequence shows three people
who represent different
hierarchical levels in the
company. Based on this scene,
which of the four kinds of
managers do you think each of
them might be?
Which of the characters in this
clip exhibited the strongest
human skills?
REELTOREAL
Camp Bow Wow
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2.
3.
<click screenshot for video>
© 2011 Cengage Learning
Identify three skills that
companies look for in managers
and explain which might be most
needed for the Camp Bow Wow
leaders highlighted in the video.
Which activities at Camp Bow
Wow require high efficiency?
Which activities require high
effectiveness?
List two activities that leaders at
Camp Bow Wow perform daily,
and identify which of the
managerial roles discussed in the
chapter figure prominently for
each.