1. CHAPTER 1 The Manager’s Job Andrew J. DuBrin Essentials of Management, 6/e South-Western College Publishing Copyright © 2003 Screen graphics created by: Jana F. Kuzmicki, PhD, Christian Brothers University

2. 1.1 1 Explain the term manager and identify different types of managers. 2 Describe the process of management, including the functions of management. 3 Describe the various managerial roles, along with those currently emphasized. 4 Identify the basic managerial skills and understand how they can be developed. 5 Identify the major developments in management thought, along with several best management practices. After reading this chapter, you should be able to:

3. Top- Level Mgrs. Middle- Level Mgrs. First-Level Mgrs. Individual Contributors (Operatives and Specialists) Managerial Levels Chairman of the Board, CEO, president, executive vice president, vice president, group team leader, chancellor Director, branch manager, department chairperson, chief of surgery, team leader Supervisor, office manager, crew chief Tool-and-die maker, cook, word processing technician, assembler Adapted from Exhibit 1.1 1.2

4. The Process of Management Source: Ricky W. Griffin, Management, 4e, Copyright © 1993 by Houghton Mifflin Co., p. 6. ManagerGoals Human Resources Financial Resources Physical Resources Information Resources Planning Organizing & Staffing LeadingControlling Managerial Functions 1.3 Adapted from Exhibit 1.2

5. Time Spent on Supervising Individuals at the Three Levels of Management * * Numbers refer to % of managers who said task was of “the utmost” or “considerable” importance. Source: Allen I. Kraut et al., “The Role of the Manager: What’s Really Important in Different Management Jobs,” The Academy of Management Executive (November 1989): p. 287. 0 70 Percentage First-Line Supervisor Middle Manager Executive 63 56 45 40 36 27 Managing Individual Performance Instructing Subordinates 1.4 Adapted from Exhibit 1.3

6. Time Spent on Monitoring the Business Environment * 34 20 13 0 70 Percentage First-Line Supervisor Middle Manager Executive Monitoring the Business Environment 1.5 Adapted from Exhibit 1.4 Source: Allen I. Kraut et al., “The Role of the Manager: What’s Really Important in Different Management Jobs,” The Academy of Management Executive (November 1989): p. 288. * Numbers refer to % of managers who said task was of “the utmost” or “considerable” importance.

7. Four Managerial Functions & 17 Managerial Roles Planning Strategic Planner Operational Planner Organizing & Staffing Organizer Liaison Staffing coordinator Resource allocator Task delegator Leading Figurehead Spokesperson Negotiator Coach Team builder & player Technical problem solver Entrepreneur Controlling Monitor Disturbance Handler 1.6 Adapted from Exhibit 1.5

8. Traditional versus Modern Managerial Roles Old Manager u Thinks of self as manager or boss u Follows chain of command u Works within a set organizational structure u Makes most decisions alone u Hoards information u Tries to master one major discipline u Demands long hours New Manager u Thinks of self as sponsor, team leader, or internal consultant u Deals with anyone necessary to get job done u Changes organizational structure in response to market change u Invites others to join in decision making u Shares information u Tries to master broad array of disciplines u Demands results Source: Adapted from Brian Dumaine, “The New Non-Managers,” Fortune, February 22, 1991, p. 81; Joe McGavin, “You’re a Good Manager If You...,” Manager’s Edge, September 1998, p. 7. 1.7 Adapted from Exhibit 1.6

9. 1.8 Schools of Management Thought Behavioral School Focuses on the psychological makeup of people and issues, such as leadership, motivation, and conflict. Classical School Searches for solid principles to manage people and work productivity. Uses planning, organizing, leading, and controlling framework. Management-Science School Concentrates on providing a scientific basis for solving problems and making decisions.