Management Is…

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved

Management Is…

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EffectivenessEffectiveness

EfficiencyEfficiencyGetting workdone through

others

Getting workdone through

others

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Efficiency and Effectiveness

• Efficiency– Getting work done with a minimum of effort,

expense, or waste– Doings things right—most output for least input

• Effectiveness– Accomplishing tasks that help fulfill organizational

objectives– Doing the right things

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Management Functions

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Planning

Organizing

Leading

Controlling

Planning

Organizing

Leading

Controlling

Management Functions

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Planning

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2.12.1

Planning

Determining organizational goals and a means for achieving them


What Really Works: Meta-Analysis

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General Mental Ability

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

probability of success 76%

This statistic shows that an employee hired on the basis of a good score on a general mental ability test stands a 76 percent chance of being a better performer than someone picked at random from the pool of all job applicants.

Meta-Analysis is a study of studies that shows what works and when.


Organizing

• Deciding where decisions will be made

• Who will do what jobs and tasks

• Who will work for whom

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2.22.2


Leading

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MotivatingMotivating

InspiringInspiring

LeadingLeading

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.


Controlling

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2.42.4

Controlling

Monitoring progress toward goal achievement and taking corrective action when needed


The Control Process

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2.42.4

Set standards toachieve goals

Compare actualperformance to

standards

Make changesto return

performance tostandards


Kinds of Managers

• Top Managers

• Middle Managers

• First-Line Managers

• Team Leaders

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Top Managers

• Chief Executive Officer (CEO)

• Chief Operating Officer (COO)

• Chief Financial Officer (CFO)

• Chief Information Officer (CIO)

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33.13.1


Responsibilities of Top Managers

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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


Middle Managers

• Plant Manager

• Regional Manager

• Divisional Manager

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33.23.2


Responsibilities of Middle Managers

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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


First-Line Managers

• Office Manager

• Shift Supervisor

• Department Manager

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33.33.3


Responsibilities of First-Line Managers

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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


Responsibilities of Team Leaders

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Facilitate team performanceFacilitate team performance

Facilitate internal team relationshipsFacilitate internal team relationships

3.43.4

Manage external relations Manage external relations


Managerial Roles

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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


Managerial Roles

19

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


Managerial Roles

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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


Managerial Roles

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Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

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


What Companies Look for in Managers

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Technical SkillsTechnical Skills Human SkillsHuman Skills

Conceptual Skills

Conceptual Skills

Motivation to ManageMotivation to Manage

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Managers’ Skills

• Skills Approach– Technical skills

• Knowledge and proficiency in a specific field

– Human skills• The ability to work well with other people

– Conceptual skills• The ability to think and conceptualize about abstract

and complex situations concerning the organization

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What Companies Look for in Managers

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55

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


Mistakes Managers Make

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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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The First Year Management Transition

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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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Competitive Advantage through People

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Management Practices in Top Performing CompaniesManagement Practices in Top Performing Companies


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

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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

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

http://www.greatplacetowork.com/best/list-bestusa.htm


How The Manager’s Job Is Changing

• The Increasing Importance of Customers– Customers: the reason that organizations exist

• Managing customer relationships is the responsibility of all managers and employees.

• Consistent high quality customer service is essential for survival.

• Innovation– Doing things differently, exploring new territory, and taking risks

• Managers should encourage employees to be aware of and act on opportunities for innovation.

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Management Is…