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Chapter 1 Management © 2015 Cengage Learning MGMT7
© 2015 Cengage Learning 1-1describe what management is 1-2 explain the four functions of management 1-3describe different kinds of managers 1-4explain the major roles and subroles that managers perform in their jobs 1-5explain what companies look for in managers 1-6discuss the top mistakes that managers make in their jobs 1-7describe the transition that employees go through when they are promoted to management 1-8explain how and why companies can create competitive advantage through people
Management Is… Getting work done through others Efficiency – getting work done with a minimum of effort, waste, or expense Effectiveness – accomplishing tasks that help fulfill organizational objectives © 2015 Cengage Learning 1-1
© 2015 Cengage Learning 1-1 The Four Functions of Management
Management Functions Planning – determining organizational goals and a means for achieving them Organizing – deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company © 2015 Cengage Learning 1-2
Management Functions Leading – inspiring and motivating workers to work hard to achieve organizational goals Controlling – monitoring progress toward goal achievement and taking corrective action when progress isn’t being made © 2015 Cengage Learning 1-2
1-3 What the Four Kinds of Managers Do © 2015 Cengage Learning
Top Managers CEO, COO, CFO, CIO Overall direction of the organization Create context for change Develop employees’ commitment to and ownership of company performance Create a positive organizational culture through language and action Monitor the business environment © 2015 Cengage Learning 1-3
Middle Managers Plant manager, regional manager, divisional manager Set objectives consistent with top management’s goals Implement subunit strategies for achieving objectives Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage subunits and individual managers © 2015 Cengage Learning 1-3
First-Line Managers Office manager, shift supervisor, department manager Train and supervise the performance of nonmanagerial employees Encourage, monitor, and reward employees’ performance Make detailed schedules and operating plans © 2015 Cengage Learning 1-3
Team Leaders Facilitate team activities toward accomplishing a goal Help team members plan and schedule work, learn to solve problems, and work effectively with each other Manage internal and external relationships © 2015 Cengage Learning 1-3
1-4 Mintzberg’s Managerial Roles © 2015 Cengage Learning
Interpersonal Roles Figurehead – managers perform ceremonial duties Leader – managers motivate and encourage workers to accomplish organizational objectives Liaison – managers deal with people outside their units © 2015 Cengage Learning 1-4
Informational Roles Monitor – managers scan their environment for information and receive unsolicited information Disseminator – managers share information with subordinates and others in the company Spokesperson – managers share information with people outside of the company © 2015 Cengage Learning 1-4
Decisional Roles Entrepreneur – managers adapt themselves, their subordinates, and their units to change Disturbance handler – managers respond to problems so severe that they demand immediate action © 2015 Cengage Learning 1-4
Decisional Roles Resource allocator – managers decide who will get what resources and in what amounts Negotiator – managers negotiate schedules, projects, goals, outcomes, resources, and employee raises © 2015 Cengage Learning 1-4
Management Skills 1-5 © 2015 Cengage Learning
What Companies Look For Technical skills – specialized procedures, techniques, and knowledge required to get the job done Human skills – ability to work well with others 1-5 © 2015 Cengage Learning
What Companies Look For Conceptual skills – ability to see the organization as a whole Motivation to manage © 2015 Cengage Learning 1-5
Mistakes Managers Make 1.Insensitive to others: abrasive, intimidating, bullying style 2.Cold, aloof, arrogant 3.Betray trust 4.Overly ambitious: thinking of next job, playing politics 5.Specific performance problems with the business 6.Overmanaging: unable to delegate or build a team 7.Unable to staff effectively 8.Unable to think strategically 9.Unable to adapt to boss with different style 10.Overdependent on advocate or mentor © 2015 Cengage Learning 1-6
Stages in the Transition to Management 1-7 © 2015 Cengage Learning
Competitive Advantage through People 1-8 © 2015 Cengage Learning
Camp Bow Wow 1.Identify three skills that companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video. 2.Which activities at Camp Bow Wow require high efficiency? Which activities require high effectiveness? 3.3.List two activities that leaders at Camp Bow Wow perform daily, and identify which of the managerial roles discussed in the chapter figure prominently for each. © 2015 Cengage Learning
Chapter 1 Management © 2014 Cengage Learning MGMT6.
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