1. Managers and Managing 1 Chapter
PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved.

2. Learning Objectives After studying the chapter, you should be able to:
Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals.
Distinguish among planning, organizing, leading, and controlling (the four managerial functions), and explain how managers’ ability to handle each one can affect organizational performance.
© Copyright McGraw-Hill. All rights reserved.

3. Learning Objectives (cont’d)
Differentiate among three levels of management, and understand the responsibilities of managers at different levels in the organizational hierarchy.
Identify the roles managers perform, the skills they need to execute those roles effectively and the way new information technology is affecting these roles and skills.
Discuss the principal challenges managers face in today’s increasingly competitive global environment.
© Copyright McGraw-Hill. All rights reserved.

4. Chapter Outline What Is Management?
Achieving High Performance: A Manager’s Goal
Why Study Management?
Managerial Functions
Planning
Organizing
Leading
Controlling
Types of Managers
IT and Managerial Roles and Skills
Challenges for Management in a Global Environment
© Copyright McGraw-Hill. All rights reserved.

5. Chapter Outline (cont’d)
Types of Managers
Levels of Management
Areas of Managers
Recent Changes in Managerial Hierarchies
IT and Managerial Roles and Skills
Managerial Roles Identified by Mintzberg
Being a Manager
Managerial Skills
Challenges for Management in a Global Environment
© Copyright McGraw-Hill. All rights reserved.

6. Chapter Outline (cont’d)
Challenges for Management in a Global Environment
Building a Competitive Advantage
Maintaining Ethical Standards
Managing a Diverse Workforce
Utilizing New Information Technology and E-commerce
© Copyright McGraw-Hill. All rights reserved.

7. What Is Management? Management Managers
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
Managers
The people responsible for supervising the use of an organization’s resources to meet its goals.
Resources are organizational assets
People Skills Knowledge Information
Raw materials Machinery Financial capital
© Copyright McGraw-Hill. All rights reserved.

8. Efficiency, Effectiveness, and Performance in an Organization
© Copyright McGraw-Hill. All rights reserved.
Figure 1.1

9. Organizational Performance
A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals.
Efficiency
A measure of how well or productively resources are used to achieve a goal.
Effectiveness
A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.
© Copyright McGraw-Hill. All rights reserved.

10. Why Study Management?
Proper management directly impacts improvements in the well-being of a society.
Studying management helps people to understand what management is and prepares them accomplish managerial activities in their organizations.
Studying management opens a path to a well-paying job and a satisfying career.
© Copyright McGraw-Hill. All rights reserved.

11. Four Functions of Management
Figure 1.2
© Copyright McGraw-Hill. All rights reserved.

12. Managerial Functions Henri Fayol
First outlined the four managerial functions in his book General Industrial Management.
Managers at all levels in all organizations perform each of the functions of planning, organizing, leading, and controlling.
© Copyright McGraw-Hill. All rights reserved.

13. Planning
Identifying and selecting appropriate goals and courses of action for an organization.
The planning function determines how effective and efficient the organization is and determines the strategy of the organization.
Three steps in the planning process
Deciding which goals to pursue
Deciding what courses of action to adopt
Deciding how to allocate resources
© Copyright McGraw-Hill. All rights reserved.

14. Management Key Concepts
Organizations
People working together and coordinating their actions to achieve specific goals.
Goal
A desired future condition that the organization seeks to achieve.
Strategy
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
© Copyright McGraw-Hill. All rights reserved.

15. Organizing
Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.
Organizational Structure
A formal system of task and reporting relationships that coordinates and motivates organizational members.
Creating organizational structure:
Grouping employees into departments according to the tasks performed.
Laying out lines of authority and responsibility for organizational members.
© Copyright McGraw-Hill. All rights reserved.

16. Leading
Articulating a clear vision to follow, and energizing and enabling organizational members so they understand the part they play in attaining organizational goals.
Leadership involves using power, influence, vision, persuasion, and communication skills.
The outcome of leadership is highly motivated and committed organizational members.
© Copyright McGraw-Hill. All rights reserved.

17. Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.
Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached.
Taking action to increase performance as required.
The outcome of control is the ability to measure performance accurately and regulate efficiency and effectiveness.
© Copyright McGraw-Hill. All rights reserved.

18. Types of Managers Levels of management First-line managers
Responsible for day-to-day operations. Supervise people performing activities required to make the good or service.
Middle managers
Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals.
Top managers
Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers. Form the top management team along with the CEO and COO.
© Copyright McGraw-Hill. All rights reserved.

19. Levels of Management Figure 1.3
© Copyright McGraw-Hill. All rights reserved.

20. Relative Amount of Time That Managers Spend on the Four Managerial Functions
© Copyright McGraw-Hill. All rights reserved.
Figure 1.4

21. Areas of Managers Department
A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques.
© Copyright McGraw-Hill. All rights reserved.

22. Recent Changes in Managerial Hierarchies
Factors Creating Change
Global Competition
New Information Technologies (IT)
Restructuring
Downsizing an organization by eliminating jobs at all levels in the organization.
Reduces labor costs by cutting jobs
Promotes higher efficiency in use of resources
May result in low morale and overwork complaints for surviving employees
May increase customer complaints about service.
© Copyright McGraw-Hill. All rights reserved.

23. Management Trends Empowerment Self-Managed Teams
Involves expanding the tasks and responsibilities of workers.
First-line managers act as coaches and mentors in providing advice and guidance to teams.
Self-Managed Teams
A group of employees with the responsibility for supervising their own actions such that the team can monitor its members and the quality of the work performed.
© Copyright McGraw-Hill. All rights reserved.

24. IT and Managerial Roles and Skills
The set of specific tasks that a person is expected to perform because of the position he or she holds in the organization.
Roles are directed inside as well as outside the organization.
Roles are defined into three role categories (as identified by Mintzberg):
Interpersonal  Informational  Decisional
© Copyright McGraw-Hill. All rights reserved.

25. Decisional Roles
Roles associated with methods managers use in planning strategy and utilizing resources.
Entrepreneur—deciding which new projects or programs to initiate and to invest resources in.
Disturbance handler—managing an unexpected event or crisis.
Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers.
Negotiator—reaching agreements between other managers, unions, customers, or shareholders.
© Copyright McGraw-Hill. All rights reserved.

26. Interpersonal Roles
Roles that managers assume to provide direction and supervision to both employees and the organization as a whole.
Figurehead—symbolizing the organization’s mission and what it is seeking to achieve.
Leader—training, counseling, and mentoring high employee performance.
Liaison—linking and coordinating the activities of people and groups both inside and outside the organization.
© Copyright McGraw-Hill. All rights reserved.

27. Informational Roles
Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization.
Monitor—analyzing information from both the internal and external environment.
Disseminator—transmitting information to influence the attitudes and behavior of employees.
Spokesperson—using information to positively influence the way people in and out of the organization respond to it.
© Copyright McGraw-Hill. All rights reserved.

28. Being a Manager High Variety Fragmentation Managerial Problems Brevity
© Copyright McGraw-Hill. All rights reserved.

29. Managerial Skills Conceptual skills Human skills Technical skills
The ability to analyze and diagnose a situation and distinguish between cause and effect.
Human skills
The ability to understand, alter, lead, and control the behavior of other individuals and groups.
Technical skills
The specific knowledge and techniques required to perform an organizational role.
© Copyright McGraw-Hill. All rights reserved.

30. Skill Types Needed by Managerial Level
Figure 1.5
© Copyright McGraw-Hill. All rights reserved.

31. Challenges for Management in a Global Environment
Increasing Number of Global Organizations.
Building a Competitive Advantage
Maintaining Ethical Standards
Managing a Diverse Workforce
Utilizing Information Technology and E-commerce
© Copyright McGraw-Hill. All rights reserved.

32. Building a Competitive Advantage
Increasing Efficiency
Reducing the quantity of resources used to produce goods and services
Increasing Quality
Introducing Total Quality Management (TQM) to improve quality
Increasing Speed, Flexibility, and Innovation
Adapting to bring new products to market faster
Increasing Responsiveness to Customers
Empowering employees to deal with customers
© Copyright McGraw-Hill. All rights reserved.

33. Building Blocks of Competitive Advantage
© Copyright McGraw-Hill. All rights reserved.
Figure 1.6

34. Maintaining Ethical Standards
Factors Influencing Behaviors
External pressures from stockholders for increased organizational financial performance
Internal pressures from top management on lower-level managers to increase the organization’s competitive performance and profitability
Societal, cultural, and environment demands on the organization
© Copyright McGraw-Hill. All rights reserved.

35. Managing a Diverse Workforce
The Increasing Diversity of the Workforce
Non-Discriminatory Employment Practices
Performance-Enhancing Benefits of a Diverse Workforce
© Copyright McGraw-Hill. All rights reserved.

36. Utilizing Information Technology (IT) and E-commerce
Benefits of IT and E-commerce
Makes more and better information about the organization available to outsiders
Empowers employees at all organizational levels
Helps managers carry out their roles more effectively and efficiently
Increases awareness of competitive opportunities
Makes the organization more responsive to its customers
© Copyright McGraw-Hill. All rights reserved.