Chapter 1 - The Nature of Management mgmt 300

ManagementManagement,, 33rdrd edition editionHitt/Black/PorterHitt/Black/Porter

Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 1-1

Summary: Key TopicsSummary: Key Topics Management—a process

• Challenges—change; resources; strategic; entrepreneurial• Historical approaches—China, Egypt, Rome, USA

Managers—what they do• Functions—planning, organizing, directing, controlling• Roles—figurehead, leader, liaison• Job dimensions—activities/duties; standards/performance

levels

Managers—what skills they need• Technical skills

• Interpersonal skills

• Conceptual


Learning ObjectivesLearning ObjectivesAfter studying this chapter, you should be able to:


Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Management • Process—series of activities

Resources—assembling and using

Tasks—acting in a goal-directed manner to accomplish

Activities—carried out in an organizational setting

What Is Management?What Is Management?

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Managerial ChallengesManagerial Challenges


Managerial Challenges Managerial Challenges

•Managing change

• Most persistent, pervasive and powerful challenge for managers

• Requires managers to gain employee acceptance

•Causes of change

• Technology

• Globalization

Managing

Change


Managerial Challenges Managerial Challenges Managing

Resources

Managers must manage resources

•Financial capital

•Human resources

•Physical resources

•Technology


Managerial Challenges Managerial Challenges Managing

Strategically

Managing Strategically

•Establish goals and formulate strategies for achieving organization’s goals

•Implement strategies by accomplishing goals that contribute to organization’s ultimate performance

•Build an organization’s capabilities and leverage them for competitive advantage


Managerial Challenges Managerial Challenges Managing Entrepreneurially

Managing Entrepreneurially•Searching for new opportunities

•Identifying new ideas for new markets

•Emphasizing actions to take advantage of uncertainty


What Managers DoWhat Managers Do

Managerial activities differ by:

•Functions managers serve

•Roles in which managers operate

•Dimensions of each manager’s job


Managerial FunctionsManagerial Functions

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Managerial Function: Managerial Function: PlanningPlanning

Planning involves:

•Estimating future conditions and circumstances

•Making decisions based on these estimations about what work is to be done:

•By the manager

•By all of those for whom the manager is responsible


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Managerial Function: Managerial Function: OrganizingOrganizing

Organizing involves:

• Paying attention to: Structure of relationships

among positions

People occupying those positions

Linking that structure to the overall strategic direction of the organization


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Managerial Function: Managerial Function: DirectingDirecting

Directing/Leading—process of influencing other people to attain organizational objectives:

• Motivating others

• Interacting effectively in group and team situations

• Communicating in support of others’ efforts


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Managerial Function: Managerial Function: ControllingControlling

Regulating the work of those for whom a manager is responsible, including:

Setting standards of performance in advance

Monitoring ongoing (real‑time) performance

Assessing a completed performance

Feeding back—results of the evaluation control process to the planning process


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Managerial Roles—Managerial Roles—MintzbergMintzberg

Figure 1.2

Another approach to understanding managerial work


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Managerial Roles: Managerial Roles: InterpersonalInterpersonal

Figurehead: ceremonial activities—showing the flag

Leader: influencing or directing others—translating authority into actual influence

Liaison: contacting others outside the formal chain of command—internal and external


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Managerial Roles: Managerial Roles: InformationalInformational

•Monitor—seeking information to be aware of crucial developments

•Disseminator—receiving and sending information

•Spokesperson—representing the views of the unit for which the manager is responsible


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Managerial Roles: Managerial Roles: DecisionalDecisional

•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


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Managerial Job Dimensions: StewartManagerial Job Dimensions: Stewart

Another insight about the work of a manager

Three dimensions characterize a managerial job—regardless of level and type of unit in an organization

•Demands—made on it

•Constraints—placed on it

•Choices—permitted in it


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Managerial Job Dimensions: Managerial Job Dimensions: DemandsDemands

•Demands—what the holder of a particular managerial position must do

•Types•Activities or duties to carry out•Standards or levels of minimum performance

•Sources•Organization•Immediate boss•Organization of work activities


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Managerial Job Dimensions: ConstraintsManagerial Job Dimensions: Constraints

Constraints—factors that limit the response of the manager

Time

Budgets

Technology

Attitudes of subordinates

Legal regulations


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Managerial Job Dimensions: Managerial Job Dimensions: ChoicesChoices

Choices—discretionary behavior

How work is to be doneHow much work is to be doneWho will do the workWhat initiatives will be

undertaken from almost infinite possibilities


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What Skills Do Managers Need?What Skills Do Managers Need?

Exhibit 1.4


Summary: Key TopicsSummary: Key Topics Management—a process

• Challenges—change; resources; strategic; entrepreneurial• Historical approaches—China, Egypt, Rome, USA

Managers—what they do◦ Functions—planning, organizing, directing, controlling◦ Roles—figurehead, leader, liaison◦ Job dimensions—activities/duties; standards/performance

levels

Managers—what skills they need◦ Technical skills

◦ Interpersonal skills

◦ Conceptual


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Chapter 1 - The Nature of Management mgmt 300