Presentation is loading. Please wait.

Presentation is loading. Please wait.

Copyright ©2008 by Cengage Learning. All rights reserved 1 Chapter 1 Management Dr. Ellen A. Drost.

Similar presentations


Presentation on theme: "Copyright ©2008 by Cengage Learning. All rights reserved 1 Chapter 1 Management Dr. Ellen A. Drost."— Presentation transcript:

1 Copyright ©2008 by Cengage Learning. All rights reserved 1 Chapter 1 Management Dr. Ellen A. Drost

2 Copyright ©2008 by Cengage Learning. All rights reserved 2 Objectives 3 What is Management What do managers do? What kinds of managers are there? What roles do managers play? What does it take to be a manager? Why does management matter? Numi Tea video

3 Copyright ©2008 by Cengage Learning. All rights reserved 3 What is Management Management Is… Effectiveness Efficiency Getting work done through others 1 1

4 Copyright ©2008 Cengage Learning. All rights reserved 4 Management Functions Planning Organizing Leading Controlling Planning Organizing Leading Controlling 2 2

5 Copyright ©2008 by Cengage Learning. All rights reserved 5 Planning 2.1 Planning Determining organizational goals and a means for achieving them

6 Copyright ©2008 by Cengage Learning. All rights reserved 6 Deciding where decisions will be made Who will do what jobs and tasks Who will work for whom 2.2 Organizing

7 Copyright ©2008 by Cengage Learning. All rights reserved 7 Leading Motivating Inspiring LeadingLeading For Anne Mulcahy, CEO of Xerox, the key to successful leadership is communicating with the company’s most important constituents: employees and customers.

8 Copyright ©2008 by Cengage Learning. All rights reserved 8 Controlling 2.4 Controlling Monitoring progress toward goal achievement and taking corrective action when needed

9 Copyright ©2008 by Cengage Learning. All rights reserved 9 The Control Process Set standards to achieve goals Compare actual performance to standards Make changes to return performance to standards

10 Copyright ©2008 by Cengage Learning. All rights reserved 10 What Do Managers Do? Kinds of Managers Top Managers Middle Managers First-Line Managers Team Leaders 3 3

11 Copyright ©2008 Cengage Learning. All rights reserved 11 Top Managers Chief Executive Officer (CEO) Chief Operating Officer (COO) Chief Financial Officer (CFO) Chief Information Officer (CIO)

12 Copyright ©2008 by Cengage Learning. All rights reserved 12 Responsibilities of Top Managers Creating a context for change Developing commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments 3.1

13 Copyright ©2008 Cengage Learning. All rights reserved 13 Middle Managers Plant Manager Regional Manager Divisional Manager

14 Copyright ©2008 by Cengage Learning. All rights reserved 14 Responsibilities of Middle Managers 3.2 Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Implement changes or strategies generated by top managers Plan and allocate resources to meet objectives

15 Copyright ©2008 Cengage Learning. All rights reserved 15 First-Line Managers Office Manager Shift Supervisor Department Manager

16 Copyright ©2008 by Cengage Learning. All rights reserved 16 Responsibilities of First-Line Managers 3.3 Manage the performance of entry-level employees Encourage, monitor, and reward the performance of workers Teach entry-level employees how to do their jobs Make detailed schedules and operating plans

17 Copyright ©2008 by Cengage Learning. All rights reserved 17 Responsibilities of Team Leaders Facilitate team performance Facilitate internal team relationships 3.4 Manage external relations

18 Copyright ©2008 by Cengage Learning. All rights reserved 18 Mintzberg’s Managerial Roles H. Mintzberg, The Nature of Managerial Work. (New York: Harper & Row, 1973). 4 4 Interpersonal Informational Decisional Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator

19 Copyright ©2008 by Cengage Learning. All rights reserved 19 Managerial Roles Figurehead Leader Liaison Figurehead Leader Liaison Managers perform ceremonial duties Managers motivate and encourage workers to accomplish objectives Managers deal with people outside their units Managers perform ceremonial duties Managers motivate and encourage workers to accomplish objectives Managers deal with people outside their units 4.1 Interpersonal Roles

20 Copyright ©2008 by Cengage Learning. All rights reserved 20 Managerial Roles 4.2 Monitor Disseminator Spokesperson Monitor Disseminator Spokesperson Managers scan their environment for information Managers share information with others in their company Managers share information with others outside their departments or companies Managers scan their environment for information Managers share information with others in their company Managers share information with others outside their departments or companies Informational Roles

21 Copyright ©2008 by Cengage Learning. All rights reserved 21 Entrepreneur Disturbance Handler Resource Allocator Negotiator Entrepreneur Disturbance Handler Resource Allocator Negotiator Managerial Roles 4.3 Managers adapt to incremental change Managers respond to problems that demand 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 that demand immediate action Managers decide who gets what resources Managers negotiate schedules, projects, goals, outcomes, resources, and raises Decisional Roles

22 Copyright ©2008 by Cengage Learning. All rights reserved 22 What Does It Take to Be a Manager? What Companies Look for in Managers Technical Skills Human Skills Conceptual Skills Conceptual Skills Motivation to Manage Motivation to Manage 5 5

23 Copyright ©2008 by Cengage Learning. All rights reserved 23 Management Skills Skills are more or less important at different levels of management:

24 Copyright ©2008 by Cengage Learning. All rights reserved Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitious 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 Mistakes Managers Make Adapted from McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb

25 Copyright ©2008 by Cengage Learning. All rights reserved 25 Transition to Management (The First Year)  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 expectations were wrong  Fast pace  Heavy workload  Job is to be problem-solver and troubleshooter  Initial expectations were wrong  Fast pace  Heavy workload  Job is to be problem-solver and troubleshooter  No longer “doer”  Communication, listening, positive reinforcement  Learning to adapt and control stress  Job is people development  No longer “doer”  Communication, listening, positive reinforcement  Learning to adapt and control stress  Job is people development Managers’ Initial Expectations After Six Months As a Manager After a Year As a Manager 7 7

26 Copyright ©2008 by Cengage Learning. All rights reserved 26 Management Practices in Top Performing Companies Why Management Matters? Competitive Advantage through People 1. Employment Security 2. Selective Hiring 3. Self-Managed Teams and Decentralization 4. High Wages Contingent on Org. Performance 5. Training and Skill Development 6. Reduction of Status Differences 7. Sharing Information 8 8

27 Copyright ©2008 by Cengage Learning. All rights reserved 27 Management Workplace 3 Numi Organic Tea 1.Who is Danielle Oviedo at Numi Organic Tea? What was her task at Numi? 2.What is management, according to Danielle. 1.How does Numi see efficiency and effectiveness 3.List the type of managers referenced in video. 4.What is Danielle’s job as the distribution manager at Numi? 5.From watching the video, what is the role of a manager? 6.According to other managers, what made Danielle Oviedo a successful manager at Numi?


Download ppt "Copyright ©2008 by Cengage Learning. All rights reserved 1 Chapter 1 Management Dr. Ellen A. Drost."

Similar presentations


Ads by Google