Copyright © Houghton Mifflin Company. All rights reserved. 1-1 Chapter 1 Managers and Entrepreneurs

Copyright © Houghton Mifflin Company. All rights reserved. 1-2 MANAGEMENT DEFINED u Management is the process of working with and through others to achieve organizational objectives in a changing environment. Central to this process is the effective and efficient use of limited resources.

Copyright © Houghton Mifflin Company. All rights reserved. 1-3 MANAGEMENT DEFINED (continued) Figure 1.1 Key Aspects of the Management Process u Working with and through others u Achieving organizational objectives u Balancing effectiveness and efficiency u Getting the most out of limited resources

Copyright © Houghton Mifflin Company. All rights reserved. 1-4 Figure 1.2 Balancing Effectiveness and Efficiency

Copyright © Houghton Mifflin Company. All rights reserved. 1-5 THE EVOLUTION OF PRODUCT QUALITY u The fix-it-in approach u The inspect-it-in approach u The build-it-in approach u The design-it-in approach

Copyright © Houghton Mifflin Company. All rights reserved. 1-6 Figure 1.1 Key Aspects of the Management Process

Copyright © Houghton Mifflin Company. All rights reserved. 1-7 Figure 1.4 Identifiable Functions in the Management Process

Copyright © Houghton Mifflin Company. All rights reserved. 1-8 MINTZBERG’S MANAGERIAL ROLES Figure 1.5 Interpersonal Roles 1. Figurehead 2. Leader 3. Liaison

Copyright © Houghton Mifflin Company. All rights reserved. 1-9 MINTZBERG’S MANAGERIAL ROLES (continued) Informational Roles 4. Nerve center 5. Disseminator 6. Spokesperson

Copyright © Houghton Mifflin Company. All rights reserved MINTZBERG’S MANAGERIAL ROLES (continued) Decisional Roles 7. Entrepreneur 8. Disturbance handler 9. Resource allocator 10. Negotiator

Copyright © Houghton Mifflin Company. All rights reserved Interpersonal roles Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (a)

Copyright © Houghton Mifflin Company. All rights reserved Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (b)

Copyright © Houghton Mifflin Company. All rights reserved Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (c)

Copyright © Houghton Mifflin Company. All rights reserved THINGS MANAGERS LOSE THEIR RIGHT TO DO u Lose your temper. u Be one of the gang. u Bring your personal problems to work.

Copyright © Houghton Mifflin Company. All rights reserved THINGS MANAGERS LOSE THEIR RIGHT TO DO (continued) u Vent your frustrations and express all your opinions at work. u Resist change. u Pass the buck on tough assignments. u Get even with your adversaries.

Copyright © Houghton Mifflin Company. All rights reserved THINGS MANAGERS LOSE THEIR RIGHT TO DO (continued) u Play favorites. u Put your self-interests first. u Ask others to do what you wouldn’t do. u Expect to be immediately recognized and rewarded for doing a good job.

Copyright © Houghton Mifflin Company. All rights reserved THE FORMULA FOR MANAGERIAL SUCCESS S = A x M x O Success = Ability X Motivation to manage X Opportunity

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY Instructions: Rate yourself on each of the following dimensions and calculate your total score. 1.Favorable attitude toward those in positions of authority, such as superiors

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY (continued) 2. Desire to engage in games or sports competition with peers Desire to engage in occupational or work- related competition with peers

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY (continued) 4. Desire to assert oneself and take charge Desire to exercise power and authority over others

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY (continued) 6.Desire to behave in a distinctive way, which includes standing out from the crowd Sense of responsibility in carrying out the routine duties associated with managerial work

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY (continued) Total score=_______ Scale: 7-21 = L ow motivation to manage = M oderate motivation to manage = H igh motivation to manage

Copyright © Houghton Mifflin Company. All rights reserved HOW DO MANAGERS LEARN TO MANAGE? (THE SCHOOL OF HARD KNOCKS) u Making a big mistake u Being overstretched by a difficult assignment u Feeling threatened u Being stuck in an impasse or dilemma u Suffering an injustice at work u Losing out to someone else u Being personally attacked

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) Quality / ethics / environmental impacts: Forethought (unifying themes) Power bases: Knowledge; relationships; rewards

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) Primary organizational unit: Team Interpersonal dealings: Cooperation; win-win

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) Learning: Continuous (lifelong; learner- driven) Problems: Opportunities for learning and continuous improvement

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) Change and conflict: Anticipate / seek / channel Information: Increase access / share

Copyright © Houghton Mifflin Company. All rights reserved ETHICS SURVEY Question: By a show of hands, how many of you have observed each of the following ethical problems in the workplace during the past year? u Lying to supervisors u Lying on reports or falsifying records u Stealing and theft u Sexual harassment u Abusing drugs or alcohol u Conflict of interest

Copyright © Houghton Mifflin Company. All rights reserved TRAIT PROFILE FOR ENTREPRENEURS u Focus on envisioned futures u Emphasize external / market dimensions u Display a medium-to-high tolerance for ambiguity u Exhibit moderate-to-high risk-taking behavior u Obtain motivation from a need to achieve u Possess technical knowledge and experience in the innovative area

Copyright © Houghton Mifflin Company. All rights reserved Figure 1.9 Acquiring the Ability to Manage by Merging Theory and Practice