Management: An Overview

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Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Cha

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Management:An Overview

MANAGEMENTMeeting and Exceeding Customer Expectations

EIGHTH EDITION

Prepared byDeborah Baker

Texas Christian University

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learning objectives

1. Explain why organizations need managers

2. Describe the needs that affect a manager’s universe

3. Identify and explain the levels of management4. List and describe the management functions

5. Determine how management functions apply to each level of management

6. Identify and explain management roles

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learning objectives (continued)

7. List and describe management skills

8. Contrast the myths with the realities of a manager’s job

9. Discuss the criteria used to evaluate a manager’s performance

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Management and Managers

ManagersPeople who allocate and oversee the use of resources

ManagementOne or more managers individually and collectively setting and achieving goals byexercising related functions andcoordinating various resources

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GoalAn outcome to be achieved or a destination to be reached over a period of time through the exercise of management functions and the expenditure of resources

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Specific Measurable Attainable Results-oriented Time limited

Objective

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Organizational Need for Managers

OrganizationAn entity managed by one or more persons to achieve stated goals

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The Manager’s Universe

1. Need to please customers

2. Should provide leadership

3. Must act ethically

4. Should value diversity

5. Must learn to cope with global challenges

Managers and/or Organizations…

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The Need to Please Customers2

QualityThe features and characteristics of a product or service that allow it to satisfy requirements of those who use or consume them

CustomerAny person or group, both inside and outside an organization, who uses or consumes outputs from an organization or its members

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The Need to Provide Leadership2

Initiate and facilitate change Develop and articulate the organization’s

goals Create an environment in which

employees can figure out what needs to be done

Must be present at every level Create and maintain supportive

environments

Leaders…

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The Need to Act Ethically2

EthicsThe branch of philosophy concerned with what constitutes right and wrong human conduct, including values and actions, in a given set of circumstances

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The Need to Value Diversity2

Diversity

Differing AgeGroups

Cultural and National Origins

Mental and Physical

Capabilities

Ethnic andRacial

BackgroundsGender

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The Need to Value Diversity2

1. Integrate the diversity that exists in their communities and external customers into their work forces

2. Learn about and understand their employees’ differences

3. Find ways to utilize and celebrate these differences

Challenges for Managers

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1The Need to Cope with Global

Challenges2

Technological Advances

Economic Changes

Crises

Natural Disasters

Social and Political Changes

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Pyramid of Management Hierarchy3

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Levels of Management3

Top Management

• CEO• President• Vice Presidents

Middle Management

• Below VPs but above the supervisory level

First-Line Management

• Supervisors• Team leaders• Team facilitators

Functional Managers

• Expertise in specialty areas

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Essential Business Functions3

Marketing

Operations

Finance

Human Resource

Management

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Levels of Management3

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Management Functions4

Planning

Organizing

Leading

Staffing

Controlling

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Planning

Lay the groundwork Identify goals and ways to achieve them Assign priorities to each goal Determine the resources required Determine actions that commit:

– individuals– departments– organization

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Organizing

Determine the tasks to be accomplished Group these tasks by employee position Decide on the relationships the positions

have to one another

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Staffing

Execute HR management activities:– Determine needed skills and

experiences of each position– Determine number of persons needed– Train employees for positions

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Leading

Help organizations and employees achieve goals

Serve as models for expected behaviors Coach, counsel, inspire, and encourage Communicate and listen Respond to concerns Resolve disputes

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Controlling

Prevent, identify, and correct deviations from guidelines

Identify and correct the causes of deviations

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1Functions and Levels of

Management5

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Management Roles6

DecisionalRoles

InterpersonalRoles

InformationalRoles

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Management RolesInterpersonal Roles Figurehead Leader Liaison

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Informational Roles Monitor Disseminator Spokesperson

Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator

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Conflicting Role Demands6

BossBoss

PeerPeerManagerManagerPeerPeer

I want her to be an

entrepreneur

SubordinateSubordinateI need her to

represent me.

SubordinateSubordinateI need her to be a source

of information.

I see myselfas a leader.

I expect her to be a

problem solver.

I expect her to share

resources.

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Management Skills7

TechnicalSkills

Use the processes, practices, techniques, and tools of the specialty area

HumanSkills

Interact and communicate successfully with other persons

ConceptualSkills

Conceive and manipulate ideas and abstract relationships

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Skills and Levels of Management7

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Management Myths and Realities8

Myth #1

Myth #2

Myth #4

Myth #3

Myth #6

Myth #5

Managers are reflective, methodical planners with time to systematically plan and work through a day.

Effective managers have no regular duties to perform. They establish others’ responsibilities in advance and then relax.

The manager’s job is a science; managers work systematically and analytically.

Managers are self-starting, self-directing, and autonomous.

Good managers seek out the information they need.

Competition among managers is good for business.

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1Evaluating a Manager’s

Performance9

How effectivelythey play the

management roles

Whether they possessand properly

apply needed management skills

How effective they are in setting objectives

and achieving goals

How efficiently theyuse their talentsand resources

How well theydemonstrate

leadership

Whether theyact ethically

How they utilize the diversity

in their people

How effectively they and their people

please customers

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Primary Reasons for Failure9

Being uncertain about their boss’s expectations of them

Being unable to make tough decisions Taking too long to learn the job Being unable to build partnerships with

subordinates and peers Lacking political savvy

Documents

Management: An Overview