1. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Management A Practical Introduction Third Edition Angelo Kinicki & Brian K. Williams

2. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 2 Chapter 1: The Exceptional Manager What You Do, How You Do It  Rewards  Six Challenges  Four Functions  Levels & Areas of Management  Roles Managers Play  Entrepreneurship  Skills Managers Need

3. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3 1.1 Management: What It Is, What Its Benefits Are Management is defined as 1) the pursuit of organizational goals efficiently and effectively by 2) integrating the work of people through 3) planning, organizing, leading, and controlling the organization’s resources

4. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 4 1.1 Management: What It Is, What Its Benefits Are WHY ORGANIZATIONS VALUE MANAGERS: THE MULTIPLIER EFFECT  Good managers create value through the multiplier effect where their influence on the organization is multiplied beyond what could be achieved by someone acting alone

5. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 5 1.1 Management: What It Is, What Its Benefits Are You can benefit from studying and practicing management by  learning how to deal with organizations from the outside  understanding how to relate to supervisors and how to interact with coworkers  understanding how to manage yourself in the workplace  experiencing a sense of accomplishment  stretching your abilities and magnifying your range of accomplishments  building a catalog of successful products or services

6. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 6 Chapter 1: The Exceptional Manager CLASSROOM PERFORMANCE SYSTEM Which of the following is not a reward from studying management? A) building a catalog of successful products or services B) understanding how to relate to supervisors C) understanding how to interact with coworkers D) understanding how to deal with organizations from the outside

7. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 7 1.2 Six Challenges To Being A Star Manager CHALLENGE #1: MANAGING FOR COMPETITIVE ADVANTAGE—STAYING AHEAD OF RIVALS  Competitive advantage is the ability of an organization to produce goods or services more efficiently than competitors do, thereby outperforming them

8. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 8 Chapter 1: The Exceptional Manager CLASSROOM PERFORMANCE SYSTEM In order to stay ahead of rivals, firms need to be better at all of the following except A) innovation B) implementation C) efficiency D) quality

9. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 9 1.2 Six Challenges To Being A Star Manager CHALLENGE #2: MANAGING FOR DIVERSITY- THE FUTURE WON’T RESEMBLE THE PAST  In the future, managers will be challenged to maximize the contributions of employees that are diverse in gender, age, race, and ethnicity

10. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 10 1.2 Six Challenges To Being A Star Manager CHALLENGE #3: MANAGING FOR GLOBALIZATION—THE EXPANDING MANAGEMENT UNIVERSE  Managing for globalization is a complex, ongoing challenge  It is important for managers to understand how cultural differences affect an organization

11. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 11 1.2 Six Challenges To Being A Star Manager CHALLENGE #4: MANAGING FOR INFORMATION TECHNOLOGY  Managing the Internet (the global network of independently operating but interconnected computers, linking hundreds of thousands of smaller networks around the world) is perhaps the biggest information technology challenge for managers

12. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 12 1.2 Six Challenges To Being A Star Manager CHALLENGE #5: MANAGING FOR ETHICAL STANDARDS  Pressure to meet sales, production, and other targets can create ethical dilemmas for managers CHALLENGE #6: MANAGING FOR YOUR OWN HAPPINESS AND LIFE GOALS  Managers need to consider whether meeting the organization’s challenges is also personally fulfilling

13. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 13 Chapter 1: The Exceptional Manager CLASSROOM PERFORMANCE SYSTEM Which of the following is not one of the four management functions? A) planning B) controlling C) leading D) implementing

14. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 14 1.3 What Managers Do: The Four Principal Functions WHAT MANAGERS DO: THE FOUR PRINICPAL FUNCTIONS  Planning is setting goals and deciding how to achieve them  Organizing involves arranging tasks, people, and other resources to accomplish work  Leading is defined as motivating, directing, and otherwise influencing people to work hard to achieve the organization’s goals  Controlling involves monitoring performance, comparing it with goals, and taking corrective action as needed

15. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 15 1.3 What Managers Do: The Four Principal Functions Figure 1.1: The Management Process 1.3 What Managers Do: The Four Principal Functions Figure 1.1: The Management Process

16. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 16 1.4 Pyramid Power: Levels & Areas of Management PYRAMID POWER: LEVELS & AREAS OF MANAGEMENT There are three levels of management:  top managers make long-term decisions about the overall direction of the organization and establish its objectives, policies, and strategies  middle managers implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them  first line managers make short-term operating decisions, directing the daily tasks of non-managerial personnel

17. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 17 1.4 Pyramid Power: Levels & Areas of Management Figure 1.2: The Levels and Areas of Management 1.4 Pyramid Power: Levels & Areas of Management

18. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 18 1.4 Pyramid Power: Levels & Areas of Management AREAS OF MANAGEMENT: FUNCTIONAL MANAGERS VERSUS GENERAL MANAGERS Organizations are run by two types of managers:  functional managers are responsible for just one organizational activity for example Director of Finance  general managers are responsible for several organizational activities like Executive Vice President

19. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 19 1.4 Pyramid Power: Levels & Areas of Management There are three types of organizations:  for-profit organizations are formed to make money by selling products or services  nonprofit organizations offer services without making a profit  mutual-benefit organizations like trade associations advance members’ interests  Managers perform the same management functions regardless of the type of organization

20. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 20 1.5 Roles Managers Must Play Successfully To be successful, managers must be able to play three roles:  Interpersonal roles (figurehead, leader, and liaison) involve managers interacting with people inside and outside their work units  Informational roles (monitor, disseminator, and spokesperson) require managers to receive and communicate information  Decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator) require managers to make decisions to solve problems or take advantage of opportunities

21. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 21 Chapter 1: The Exceptional Manager CLASSROOM PERFORMANCE SYSTEM Which of the following is an informational role? A) entrepreneur B) liaison C) monitor D) negotiator

22. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 22 1.6 The Entrepreneurial Spirit THE ENTREPRENEURIAL SPIRIT  Entrepreneurship is the process of taking risks to create a new enterprise  An entrepreneur is someone who sees a new opportunity for a product or service and launches a business to try to realize it  An intrapreneur is someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization’s resources to try to realize it

23. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 23 1.6 The Entrepreneurial Spirit How Do Entrepreneurs & Managers Differ?  Entrepreneurs start businesses, managers grow or maintain businesses Both entrepreneurs and managers  -have a high need for achievement  -believe in personal control of destiny  -have high energy levels and an action orientation  -have a high tolerance for ambiguity

24. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 24 1.7 The Skills Star Managers Need THE SKILLS STAR MANAGERS NEED Good managers need to have  technical skills -the ability to perform a specific job  conceptual skills -the ability to think analytically and  human skills -the ability to interact with others Today, companies want managers with  -the ability to motivate and engage others  -the ability to communicate  -work experience outside the U.S.  -the energy to meet the demands of global travel and a 24/7 world

25. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 25 Chapter 1: The Exceptional Manager CLASSROOM PERFORMANCE SYSTEM Which of the following is not one of the three skills managers should cultivate? A) technical skills B) entrepreneurial skills C) conceptual skills D) human skills