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© 2008 Prentice-Hall Business Publishing
Agenda for 8.26.13Agenda for 8.26.13
Today: - Notes – Together and On Your Own- Case Studies- How to Be An Awesome Young Manager
Wednesday:- Notes - Study Guide
Friday:- Unit 1 Test!!
Today: - Notes – Together and On Your Own- Case Studies- How to Be An Awesome Young Manager
Wednesday:- Notes - Study Guide
Friday:- Unit 1 Test!!
1
PowerPoint slides by
Susan A. Peterson, Scottsdale Community College
PowerPoint slides by
Susan A. Peterson, Scottsdale Community College
Chapter 1:Management and Organizations
Chapter 1:Management and Organizations
M a n a g e m e n t M a n a g e m e n t
© 2008 Prentice-Hall Business Publishing
Malden MillsMalden Mills
Let’s Recap this Case!- Who is Aaron
Feuerstein?- What happened to
Malden Mills?- Is profit or employee
well being more important?
Let’s Recap this Case!- Who is Aaron
Feuerstein?- What happened to
Malden Mills?- Is profit or employee
well being more important?
© 2008 Prentice-Hall Business Publishing
Journal EntryJournal Entry
What is a manager?
What does it take to be a great manager?
What skills or attributes to you possess that would make you a good manager?
What is a manager?
What does it take to be a great manager?
What skills or attributes to you possess that would make you a good manager?
© 2008 Prentice-Hall Business Publishing
Unit 1 EQ’s & EU’s Unit 1 EQ’s & EU’s
Enduring Understandings:
Businesses today operate in a world of constant change.
Managers perform various roles to ensure the productivity of a business.
Management is the process of deciding how best to use a businesses resources.
Essential Questions:
What would the world be like without managers?
What qualities do you think a manager should possess?
What would happen if no one wanted to be an entrepreneur?
Enduring Understandings:
Businesses today operate in a world of constant change.
Managers perform various roles to ensure the productivity of a business.
Management is the process of deciding how best to use a businesses resources.
Essential Questions:
What would the world be like without managers?
What qualities do you think a manager should possess?
What would happen if no one wanted to be an entrepreneur?
5
© 2008 Prentice-Hall Business Publishing 6
What is Management?What is Management?
Management is a process that involves:
Assembling and using sets of resources
Acting in a goal-directed manner to accomplish tasks
Activities carried out in an organizational setting
Management is a process that involves:
Assembling and using sets of resources
Acting in a goal-directed manner to accomplish tasks
Activities carried out in an organizational setting
© 2008 Prentice-Hall Business Publishing 7
Managerial ChallengesManagerial Challenges
ManagingEntrepreneurially
ManagingStrategically
ManagingResources
ManagingChange
ManagerialChallenges
Is the most persistent, pervasive and powerful challenge for managers
Requires managers to gain employee
acceptance
Technology and Globalization cause
change!
Financial capital
Human resources
Physical resources
Technology
Searching for new opportunities
Identifying new ideas for new markets
Emphasizing actions to take advantage of uncertainty
© 2008 Prentice-Hall Business Publishing 8
Historical Approaches to ManagementHistorical Approaches to Management
Ancient China and art of warfare
Ancient Egypt and building of pyramids
Roman Empire and building of roads and viaducts
Industrial Revolution and modern management
Ancient China and art of warfare
Ancient Egypt and building of pyramids
Roman Empire and building of roads and viaducts
Industrial Revolution and modern management
© 2008 Prentice-Hall Business Publishing
Levels of ManagementLevels of Management
Senior Management
Middle Management
Supervisory Management
Senior Management
Middle Management
Supervisory Management
© 2008 Prentice-Hall Business Publishing 10
What do Managers do? …Managerial FunctionsWhat do Managers do? …Managerial Functions
PlanningPlanningO
rgan
izing
Org
anizin
g
DirectingDirecting
Co
ntr
oll
ing
Co
ntr
oll
ing
ManagingManaging
Adapted from Exhibit 1.1
© 2008 Prentice-Hall Business Publishing 11
Managerial RolesManagerial Roles
InterpersonalRoles
InterpersonalRoles Figurehead Figurehead LeaderLeader LiaisonLiaison
Adapted from Exhibit 1.2
Figurehead: attending ceremonial activities
Leader: influencing or directing others
Liaison: contacting others outside the formal chain of command
Figurehead: attending ceremonial activities
Leader: influencing or directing others
Liaison: contacting others outside the formal chain of command
© 2008 Prentice-Hall Business Publishing 12
Managerial RolesManagerial Roles
InformationalRoles
InformationalRoles MonitorMonitor DisseminatorDisseminator SpokespersonSpokesperson
Adapted from Exhibit 1.2
Monitor: seeking information to be aware of crucial developments
Disseminator: receiving and sending information
Spokesperson: representing the views of the unit for which he/she is responsible
Monitor: seeking information to be aware of crucial developments
Disseminator: receiving and sending information
Spokesperson: representing the views of the unit for which he/she is responsible
© 2008 Prentice-Hall Business Publishing 13
Managerial RolesManagerial Roles
DecisionalRoles
DecisionalRoles EntrepreneurEntrepreneur Disturbance-
handlerDisturbance-
handlerResource-allocator
Resource-allocator NegotiatorNegotiator
Adapted from Exhibit 1.2
Entrepreneur: exploring new opportunities
Disturbance-handler: acting as a judge or problem solver in conflicts among employees
Resource-allocator: deciding how resources will be distributed
Negotiator: making accommodations with other units
Entrepreneur: exploring new opportunities
Disturbance-handler: acting as a judge or problem solver in conflicts among employees
Resource-allocator: deciding how resources will be distributed
Negotiator: making accommodations with other units
© 2008 Prentice-Hall Business Publishing 14
Job A:
Project Team Manager
Job B:
Fast Foods Restaurant Manager
Demands Develop new product with strong market appeal
Hold formal weekly progress meeting with boss
Frequent travel to other company sites
Maintain attractive appearance of restaurant
Keep employee costs as low as possible
Meet standards for speed of service
Two Managerial Jobs—Examples!Two Managerial Jobs—Examples!
Adapted from Exhibit 1.3
© 2008 Prentice-Hall Business Publishing 15
Job A:
Project Team Manager
Job B:
Fast Foods Restaurant Manager
Constraints 12 month deadline for product development
Project budget limit of $1 million
No choice in selecting team members
Most employees have limited formal education
Few monetary incentives to reward outstanding performance
Federal and state health and safety regulations
Two Managerial Jobs (Examples)Two Managerial Jobs (Examples)
Adapted from Exhibit 1.3
© 2008 Prentice-Hall Business Publishing 16
Job A:
Project Team Manager
Job B:
Fast Foods Restaurant Manager
Choices The organizational structure of the project team
Sequencing of project tasks
Budget allocation
Selection of employee to promote to supervisor
Scheduling of shifts and assignments
Local advertising promotions
Two Managerial Jobs (Examples)Two Managerial Jobs (Examples)
Adapted from Exhibit 1.3
© 2008 Prentice-Hall Business Publishing 17
What Skills Do Managers Need?What Skills Do Managers Need?
TECHNICAL SKILLS
Specialized knowledge(Including when and how to use the skills)
TECHNICAL SKILLS
Specialized knowledge(Including when and how to use the skills)
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical abilities
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical abilities
Adapted from Exhibit 1.4
© 2008 Prentice-Hall Business Publishing
Why so few women and minorities?Why so few women and minorities?
As recently as the 1960’s encouraged to hold support roles (e.g. secretaries, teachers, waitresses, sales clerks)Glass Ceiling: invisible barrier that prevents women and minorities from moving up in the world of business- an unofficial but real impediment to somebody's
advancement into upper-level management positions because of discrimination based on the person's gender, age, race, ethnicity, or sexual preference.
Breaking the Glass Ceiling…”Avon Case Study” p. 6 in text
As recently as the 1960’s encouraged to hold support roles (e.g. secretaries, teachers, waitresses, sales clerks)Glass Ceiling: invisible barrier that prevents women and minorities from moving up in the world of business- an unofficial but real impediment to somebody's
advancement into upper-level management positions because of discrimination based on the person's gender, age, race, ethnicity, or sexual preference.
Breaking the Glass Ceiling…”Avon Case Study” p. 6 in text
© 2008 Prentice-Hall Business Publishing
What are entrepreneurs?What are entrepreneurs?
People who launch and run their own businesses
Case Study… “Nestlé's Sweet Organizational Structure” p. 11
People who launch and run their own businesses
Case Study… “Nestlé's Sweet Organizational Structure” p. 11
© 2008 Prentice-Hall Business Publishing
How to Be an Awesome Young Manager - Activity
How to Be an Awesome Young Manager - Activity
Go to the following link:- Young Manager Article
Read the article and write down the seven (7) tips the author gives to be an “awesome young manager.”- This is fair game for a
quiz and/or test!
Go to the following link:- Young Manager Article
Read the article and write down the seven (7) tips the author gives to be an “awesome young manager.”- This is fair game for a
quiz and/or test!
20
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