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Copyright ©2011 by Cengage Learning. All rights reserved
Chapter 1 Management
Designed & Prepared byB-books, Ltd.
MGMT3
Chuck Williams
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Copyright ©2011 by Cengage Learning. All rights reserved
What Is Management?
After reading the next two sections, you should be able to:
1. describe what management is.
2. explain the four functions of management.
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Copyright ©2011 Cengage Learning. All rights reserved
Management Functions
Planning
Organizing
Leading
Controlling
Planning
Organizing
Leading
Controlling
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Planning
2.12.1
Planning
Determining organizational goals and a means for achieving them.
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• Deciding where decisions will be made
• Deciding who will do what jobs and tasks
• Deciding who will work for whom
2.22.2
Organizing
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Leading
MotivatingMotivating
InspiringInspiring
LeadingLeadingLeading
2.32.3
For Anne Mulcahy, former CEO of Xerox, the key to successful leadership is communicating with the company’s most important constituents: employees and customers.
7Copyright ©2011 by Cengage Learning. All rights reserved
Controlling
2.42.4
Controlling
Monitoring progress toward goal achievement and taking corrective action when needed
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The Control Process
2.42.4
Set standards toachieve goals
Compare actualperformance to
standards
Make changesto return
performance tostandards
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What Do Managers Do?
After reading the next two sections, you should be able to:
3. describe different kinds of managers.
4. explain the major roles and subroles that managers perform in their jobs.
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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 actionCreating a positive organizational
culture through language and action
Monitoring their business environmentsMonitoring their business environments
3.13.1
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Beyond the BookTop Managers in Action• CEO James Griffith has worked hard to position Timken, the maker of specialty steel industrial parts, to weather economic hard times.
• Before the recession, Griffith reduced Timken’s dependence on the Detroit automakers from 40% of revenue to 20%.
• Timken is branching into industries with high cost of part failure, like aerospace, windmills, and offshore pipelines.
• Griffith has reduced his workforce by 20% for added flexibility.Source: S. Baker, “Timken Plots a Rust Belt Resurgence”, Business Week, 26 October 2009. 58.
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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 objectives
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Beyond the BookMiddle Managers in Action• Ford’s chief diesel engineer, Adam Gryglak, was charged with producing a new diesel engine in 36 months.
• Gryglak handpicked his team of engineers from different areas of the company.
• Gryglak saved time in decision making by having his team work offsite away from the Ford hierarchy. He also allowed parts suppliers to work more independently.
•Ford released their new Super Duty pickup on time, with the new engine, in September 2009.
Source: D. Kiley, “Putting Ford on Fast-Forward”, Business Week, 26 October 2009. 56-57.
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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
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Responsibilities of Team Leaders
Facilitate team performanceFacilitate team performance
Manage external relationsManage external relations
3.43.4
Facilitate internal team relationshipsFacilitate internal team relationships
20Copyright ©2011 by Cengage Learning. All rights reserved
Mintzberg’s Managerial Roles
H. Mintzberg, “The Manager’s Job: Folklore and Fact,” Harvard Business Review (July-August 1975).
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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
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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 Roles
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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
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What Does It Take to Be a Manager?
After reading the next three sections, you should be able to:
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.
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What Companies Look for in Managers
Technical SkillsTechnical Skills Human SkillsHuman Skills
Conceptual SkillsConceptual Skills Motivation to ManageMotivation to Manage
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Management Skills
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Skills are more or less important at different levels of management:
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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 busines s5. Specific performance problems with the busines s
6. Overmanaging: unable to delegate or build a t eam6. Overmanaging: unable to delegate or build a t eam
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
Mistakes Managers Make
Adapted from McCall and Lombardo, “What Makes a Top Executive?,” Psychology Today, Feb 1983.66
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28Copyright ©2011 by Cengage Learning. All rights reserved
Transition to Management (The First Year)
�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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Beyond the Book
Boss ≠ Bossy
• Carol Smith, CEO Elle Group, tells the following story about how managers need to win over their employees:
“In sixth grade, I was head of the project to create a mural for the graduating class to hang in the auditorium. That’s a big deal. I got a clipboard, I remember, and then I had all this power and I started bossing everyone around. And within days it was apparent that I was going to have a mutiny on my hands, and I was fired from the mural.”
Source: C. Smith, “Corner Office: No Doubt: Women are Better Managers”, interview by A. Bryant, The New York Times, 25 July 2009. http://www.nytimes.com/2009/07/26/business/26corner.html (accessed 10/23/2009).
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Why Management Matters
After reading this section, you should be able to:
8. explain how and why companies can create competitive advantage through people.
31Copyright ©2011 by Cengage Learning. All rights reserved
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 Org. Performance 4. High Wages Contingent on Org. 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
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Sales revenues
Profits
Stock market returns
Customer satisfaction
Stock market returns