Chapter 1 Copyright ©2009 by Cengage Learning Inc. All rights reserved 1 Chapter 1 Management

Chapter 1Copyright ©2009 by Cengage Learning Inc. All rights reserved

1

Chapter 1

Management


4

Management Is…

EffectivenessEffectiveness

EfficiencyEfficiencyGetting workGetting workdone throughdone through

othersothers

Getting workGetting workdone throughdone through

othersothers

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Doing things right

Doing the right thing

Getting work done with a minimum of effort, expense or waste.

Accomplishing tasks that fullfil organizational objectives.


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Management Functions

Planning

Organizing

Leading

Controlling

Planning

Organizing

Leading

Controlling

Management Functions

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Planning

2.12.1

Planning

Determining organizational goals and a means for achieving them


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Organizing

Deciding where decisions will be made

Who will do what jobs and tasks

Who will work for whom

2.22.2


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Leading

MotivatingMotivating

InspiringInspiring

LeadingLeadingLeadingLeading

2.32.3

For Anne Mulcahy, CEO of Xerox,

the key to successful leadership is

communicating with the company’s

most important constituents:

employees and customers.


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Controlling

2.42.4

Controlling

Monitoring progress toward goal achievement and taking corrective action when needed


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Kinds of Managers

Top Managers

Middle Managers

First-Line Managers

Team Leaders

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Top Managers

33.13.1

Chief Executive Officer (CEO)

Chief Operating Officer (COO)

Chief Financial Officer (CFO)

Chief Information Officer (CIO)


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Responsibilities of Top Managers

Creating a context for changeCreating a context for change

Developing commitmentand ownership in employees

Developing commitmentand ownership in employees

Creating a positive organizational culture through language and action

Creating a positive organizational culture through language and action

Monitoring their business environmentsMonitoring their business environments

3.13.1

Responsible for setting overall direction of the

organization


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Middle Managers

33.23.2

Plant Manager

Regional Manager

Divisional Manager


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Responsibilities of Middle Managers

3.23.2

Coordinate and link groups, departments, and divisions

Coordinate and link groups, departments, and divisions

Monitor and manage the performance of subunits and managers who report to them

Monitor and manage the performance of subunits and managers who report to them

Implement changes or strategies generated by top managers

Implement changes or strategies generated by top managers

Plan and allocate resources to meet objectivesPlan and allocate resources to meet objectivesResponsibilities are influenced by those of top managers and are more narrowly

focused.


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First-Line Managers

33.33.3

Office Manager

Shift Supervisor

Department Manager


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Responsibilities of First-Line Managers

3.33.3

Manage the performance of entry-level employees

Manage the performance of entry-level employees

Encourage, monitor, and reward the performance of workers

Encourage, monitor, and reward the performance of workers

Teach entry-level employees how to do their jobsTeach entry-level employees how to do their jobs

Make detailed schedules and operating plansMake detailed schedules and operating plans

The only managers that don’t supervise other managers but have daily contact

with “workers.”


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Responsibilities of Team Leaders

Facilitate team performanceFacilitate team performance

Facilitate internal team relationshipsFacilitate internal team relationships

3.43.4

Manage external relations Manage external relations

Team leaders with less formal authority that facilitate activities of a group of workers toward goal accomplishment.


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Managerial Roles

H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.

Adapted from Exhibit 1.444

Interpersonal Informational DecisionalFigurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator


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Managerial Roles

Figurehead

Leader

Liaison

Figurehead

Leader

Liaison

Managers perform ceremonial duties

Managers motivate and encourageworkers to accomplish objectives

Managers deal with people outsidetheir units

Managers perform ceremonial duties

Managers motivate and encourageworkers to accomplish objectives

Managers deal with people outsidetheir units

4.14.1

Interpersonal Roles Interacting with others


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Managerial Roles

4.24.2

Monitor

Disseminator

Spokesperson

Monitor

Disseminator

Spokesperson

Managers scan their environmentfor information

Managers share information with others in their company

Managers share informationwith others outside their departments or companies

Managers scan their environmentfor information

Managers share information with others in their company

Managers share informationwith others outside their departments or companies

Informational RolesObtaining and

sharing information


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Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Managerial Roles

4.34.3

Managers adapt to incremental change

Managers respond to problems thatdemand immediate action

Managers decide who gets what resources

Managers negotiate schedules, projects, goals, outcomes, resources, and raises

Managers adapt to incremental change

Managers respond to problems thatdemand immediate action

Managers decide who gets what resources

Managers negotiate schedules, projects, goals, outcomes, resources, and raises

Decisional Roles Making good decisions


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What Companies Look for in Managers

Technical SkillsTechnical Skills Human SkillsHuman Skills

Conceptual Skills

Conceptual Skills

Motivation to ManageMotivation to Manage

55Technical skills – ability to apply the specialized procedures, techniques, and knowledge required to get the job done.Human Skills – the ability to work well with others. Conceptual skills – the ability to see the organization as a whole and how different parts of the company affect each other.


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What Companies Look for in Managers

55

Skills are more or less important at different levels of management:


Tasks of a new manager?

?29


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The First Year Management Transition

Be the boss

Formal authority

Manage tasks

Job is not managing people

Be the boss

Formal authority

Manage tasks

Job is not managing people

Initial expecta-tions were wrong

Fast pace

Heavy workload

Job is to beproblem-solverand troubleshooter

Initial expecta-tions were wrong

Fast pace

Heavy workload

Job is to beproblem-solverand troubleshooter

No longer “doer”

Communication,listening, positivereinforcement

Learning to adaptand control stress

Job is peopledevelopment

No longer “doer”

Communication,listening, positivereinforcement

Learning to adaptand control stress

Job is peopledevelopment

Managers Initial Expectations

After Six MonthsAs a Manager

After a YearAs a Manager


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Mistakes Managers Make

Adapted from Exhibit 1.6McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983

1. Insensitive to others1. Insensitive to others

2. Cold, aloof, arrogant2. Cold, aloof, arrogant

3. Betrayal of trust3. Betrayal of trust

4. Overly ambitious 4. Overly ambitious

5. Specific performance problems with the business5. Specific performance problems with the business

6. Overmanaging: unable to delegate or build a team6. Overmanaging: unable to delegate or build a team

7. Unable to staff effectively7. Unable to staff effectively

8. Unable to think strategically 8. Unable to think strategically

9. Unable to adapt to boss with different style9. Unable to adapt to boss with different style

10. Overdependent on advocate or mentor10. Overdependent on advocate or mentor

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Arrivers vs. Derailers


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Management Practices in Top Performing CompaniesManagement Practices in Top Performing Companies

Competitive Advantage through People


1. Employment Security1. Employment Security

2. Selective Hiring2. Selective Hiring

3. Self-Managed Teams and Decentralization3. Self-Managed Teams and Decentralization

4. High Wages Contingent on Organizational Performance 4. High Wages Contingent on Organizational Performance

5. Training and Skill Development5. Training and Skill Development

6. Reduction of Status Differences6. Reduction of Status Differences

7. Sharing Information7. Sharing Information

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Competitive Advantage through People

Competitive Advantages of Well-Managed Companies

Competitive Advantages of Well-Managed Companies

Sales RevenuesSales Revenues ProfitsProfits

Stock Market Returns

Stock Market Returns

Customer SatisfactionCustomer Satisfaction

88 http://www.greatplacetowork.com/best/list-bestusa.htmWeb Link

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Chapter 1 Copyright ©2009 by Cengage Learning Inc. All rights reserved 1 Chapter 1 Management