Chapter 1
Management and Managers:
Yesterday, Today, and Tomorrow
Pamela S. Lewis
Stephen H. Goodman
Patricia M. Fandt
Slides Prepared by
Bruce R. Barringer
University of Central Florida
©2001 South-Western College Publishing
Learning Objectives
Slide 1 of 2
1.Define the concept of management within
an organizational context and as a process.
2.Identify the roles played by managers.
3.Discuss the responsibilities of functional
and general managers.
4.Describe the three levels of managers in
terms of the skills they need and the
activities in which they are involved.
© 2001 South-Western Publishing
Transparency 1-2
Learning Objectives
Slide 2 of 2
5.Describe the environmental trends that are
affecting the way organizations operate and
managers do their jobs.
6.Identify and discuss the organizational
changes that are affecting managers’ jobs.
7.Describe the manager of tomorrow in terms
of both managerial style and the
competencies that will be necessary for
success.
© 2001 South-Western Publishing
Transparency 1-3
Management Defined
The process of administering and
coordinating resources effectively and
efficiently in an effort to achieve the
goals of the organization.
© 2001 South-Western Publishing
Transparency 1-4
Effectiveness vs. Efficiency
Effectiveness is achieved when the
organization pursues appropriate
goals. This means “doing the right
thing.”
Efficiency is achieved by using fewer
inputs (e.g., people, money) to
generate a given output. This means
“doing things right.”
© 2001 South-Western Publishing
Transparency 1-5
What Is An Organization?
An organization is a group of individuals
who work together toward common goals.
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What Do All Organizations Have in
Common?
They are made up of people, and
the efforts of these people must be
coordinated if the organization is
to accomplish its goals.
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Transparency 1-7
The Four Functions of Management
Slide 1 of 3
Planning
Organizing
Organizational
goals
Leading
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Controlling
Transparency 1-8
The Four Functions of Management
Slide 2 of 3
• Planning
– Setting goals and defining the actions necessary
to achieve those goals.
• Organizing
– The process of determining the tasks to be
done, who will do them, and how those tasks
will be managed and coordinated.
© 2001 South-Western Publishing
Transparency 1-9
The Four Functions of Management
Slide 3 of 3
• Leading
– Motivating and directing the members of the
organization so that they contribute to the
achievement of the goals of the organization.
• Controlling
– Monitoring the performance of the
organization, identifying deviations between
planned and actual results, and taking
corrective action when necessary.
© 2001 South-Western Publishing
Transparency 1-10
Managers
Managers are the people who plan,
organize, lead, and control the
activities of the organization so that its
goals can be achieved.
© 2001 South-Western Publishing
Transparency 1-11
Mintzberg’s Managerial Roles
Slide 1 of 4
Interpersonal roles
Informational roles
Decisional roles
• Figurehead
• Monitor
• Entrepreneur
• Leader
• Disseminator
• Disturbance handler
• Liaison
• Spokesperson
• Resource allocator
• Negotiator
© 2001 South-Western Publishing
Transparency 1-12
Mintzberg’s Managerial Roles
Slide 2 of 4
• Interpersonal Roles
– The manager’s responsibility for managing
relationships with organizational members and
other constituents:
• Figurehead
• Leader
• Liaison
© 2001 South-Western Publishing
Transparency 1-13
Mintzberg’s Managerial Roles
Slide 3 of 4
• Informational Roles
– The manager’s responsibility for gathering and
disseminating information to the stakeholders
of the organization:
• Monitor
• Disseminator
• Spokesperson
© 2001 South-Western Publishing
Transparency 1-14
Mintzberg’s Managerial Roles
Slide 4 of 4
• Decisional Roles
– The manager’s responsibility for processing
information and reaching conclusions:
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
© 2001 South-Western Publishing
Transparency 1-15
Scope of Responsibility
Functional managers
Managers who are responsible for managing
a work unit that is grouped based on the
function served.
General managers
Managers who are responsible for
managing several different departments
that are responsible for different tasks.
© 2001 South-Western Publishing
Transparency 1-16
Functional Manager
Chief Executive
General Parts Inc.
VP of
Production
Plant
Manager
Service
Manager
VP of
Finance
Account
Manager
Payroll
Manager
A functional manager is a manager
responsible for a work group
segmented by function.
© 2001 South-Western Publishing
Transparency 1-17
General Manager
General Manager
Supermarket, Inc.
Produce
Manager
Grocery
Manager
Bakery
Manager
A general manager is a manager
responsible for several different work
groups segmented by task.
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Levels of Management
Top-level
Managers
Middle Managers
First-line Managers
Operational Employees
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Transparency 1-19
Skills Needed at Different
Levels of Management
Slide 1 of 3
First-line
Management
Middle
Management
Conceptual
Conceptual
Top-Level
Management
Conceptual
Human
Human
Human
Technical
Technical
Technical
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Transparency 1-20
Skills Needed at Different Levels of
Management
Slide 2 of 3
• Technical Skills
– The ability to utilize tools, techniques, and
procedures that are specific to a particular field.
• Human Skills
– The ability to work effectively with others.
© 2001 South-Western Publishing
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Skills Needed at Different Levels of
Management
Slide 3 of 3
• Conceptual Skills
– The ability to analyze complex situations and
respond effectively to the challenges faced by
the organization.
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Hyperchange
A condition of rapid, dramatic, complex, and
unpredictable changes that has a significant effect
on the ways in which organizations are managed.
© 2001 South-Western Publishing
Transparency 1-23
Managing in the 21st Century:
Environmental Trends
Advances in
Information
Technology
Increasing
Predominance of
Entrepreneurial Firms
Globalization of
the Marketplace
The Growing
Importance of
Intellectual Capital
© 2001 South-Western Publishing
Transparency 1-24
Managing in the 21st Century:
Organizational Changes
The Changing
Chief Executive
Officer
Increasing
Diversity in the
Workplace
From Hierarchy
to Self-Managed
Teams
A New
Organizational
Model
© 2001 South-Western Publishing
Transparency 1-25
The Contemporary Manager
Slide 1 of 2
• The New Manager Profile
– Managers will no longer think of themselves as
“the boss,” but will view themselves as
sponsors, team leaders, or internal consultants.
© 2001 South-Western Publishing
Transparency 1-26
The Contemporary Manager
Slide 2 of 2
• Competencies of Tomorrow’s Managers
–
–
–
–
–
–
–
The great communicator
The team player
The technology master
The problem solver
The foreign ambassador
The change maker
The 21st-century leader
© 2001 South-Western Publishing
Transparency 1-27