Chapter 1
Management
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MGMT7
1-1 describe what management is
1-2 explain the four functions of management
1-3 describe different kinds of managers
1-4 explain the major roles and subroles that managers
perform in their jobs
1-5 explain what companies look for in managers
1-6 discuss the top mistakes that managers make in their
jobs
1-7 describe the transition that employees go through
when they are promoted to management
1-8 explain how and why companies can create
competitive advantage through people
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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
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1-1
The Four Functions of Management
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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
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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
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What the Four Kinds of Managers Do
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1-3
Top Managers
CEO, COO, CFO, CIO
Overall direction of the organization
Create context for change
Develop employees’ commitment to and
ownership of company performance
• Create a positive organizational culture
through language and action
• Monitor the business environment
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1-3
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Middle Managers
•
•
•
•
•
•
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
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1-3
First-Line Managers
• Office manager, shift supervisor,
department manager
• Train and supervise the performance of
nonmanagerial employees
• Encourage, monitor, and reward
employees’ performance
• Make detailed schedules and operating
plans
1-3
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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
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1-3
Mintzberg’s Managerial Roles
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1-4
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
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1-4
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
1-4
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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
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1-4
Decisional Roles
• Resource allocator
– managers decide who will get what
resources and in what amounts
• Negotiator
– managers negotiate schedules, projects,
goals, outcomes, resources, and employee
raises
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1-4
Management Skills
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1-5
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
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1-5
What Companies Look For
• Conceptual skills
– ability to see the organization as a whole
• Motivation to manage
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1-5
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
1-6
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Stages in the Transition to Management
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1-7
Competitive Advantage through People
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1-8
Camp Bow Wow
1.
2.
3.
<click screenshot for video>
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?
3. 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.
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