Chapter 1 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Bruce R. Barringer University of Central Florida Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Bruce R. Barringer University of Central Florida Management and Managers: Yesterday, Today, and Tomorrow Management and Managers: Yesterday, Today, and Tomorrow

Transparency 1-2 © 2001 South-Western Publishing 1.Define the concept of management within an organizational context and as a process. 2.Identify the roles played by managers. 3.Discuss the responsibilities of functional and general managers. 4.Describe the three levels of managers in terms of the skills they need and the activities in which they are involved. Learning Objectives Slide 1 of 2

Transparency 1-3 © 2001 South-Western Publishing 5.Describe the environmental trends that are affecting the way organizations operate and managers do their jobs. 6.Identify and discuss the organizational changes that are affecting managers’ jobs. 7.Describe the manager of tomorrow in terms of both managerial style and the competencies that will be necessary for success. Learning Objectives Slide 2 of 2

Transparency 1-4 © 2001 South-Western Publishing The process of administering and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization. Management Defined

Transparency 1-5 © 2001 South-Western Publishing Effectiveness vs. Efficiency Effectiveness is achieved when the organization pursues appropriate goals. This means “doing the right thing.” Efficiency is achieved by using fewer inputs (e.g., people, money) to generate a given output. This means “doing things right.”

Transparency 1-6 © 2001 South-Western Publishing What Is An Organization? An organization is a group of individuals who work together toward common goals.

Transparency 1-7 © 2001 South-Western Publishing What Do All Organizations Have in Common? They are made up of people, and the efforts of these people must be coordinated if the organization is to accomplish its goals.

Transparency 1-8 © 2001 South-Western Publishing PlanningPlanning ControllingControlling OrganizingOrganizing LeadingLeading Organizationalgoals The Four Functions of Management Slide 1 of 3

Transparency 1-9 © 2001 South-Western Publishing The Four Functions of Management Slide 2 of 3 Planning –Setting goals and defining the actions necessary to achieve those goals. Organizing –The process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated.

Transparency 1-10 © 2001 South-Western Publishing The Four Functions of Management Slide 3 of 3 Leading –Motivating and directing the members of the organization so that they contribute to the achievement of the goals of the organization. Controlling –Monitoring the performance of the organization, identifying deviations between planned and actual results, and taking corrective action when necessary.

Transparency 1-11 © 2001 South-Western Publishing Managers Managers are the people who plan, organize, lead, and control the activities of the organization so that its goals can be achieved.

Transparency 1-12 © 2001 South-Western Publishing Decisional roles Entrepreneur Entrepreneur Disturbance handler Disturbance handler Resource allocator Resource allocator Negotiator Negotiator Decisional roles Entrepreneur Entrepreneur Disturbance handler Disturbance handler Resource allocator Resource allocator Negotiator Negotiator Interpersonal roles Figurehead Figurehead Leader Leader Liaison Liaison Interpersonal roles Figurehead Figurehead Leader Leader Liaison Liaison Informational roles Monitor Monitor Disseminator Disseminator Spokesperson Spokesperson Informational roles Monitor Monitor Disseminator Disseminator Spokesperson Spokesperson Mintzberg’s Managerial Roles Slide 1 of 4

Transparency 1-13 © 2001 South-Western Publishing Mintzberg’s Managerial Roles Slide 2 of 4 Interpersonal Roles –The manager’s responsibility for managing relationships with organizational members and other constituents: Figurehead Leader Liaison

Transparency 1-14 © 2001 South-Western Publishing Mintzberg’s Managerial Roles Slide 3 of 4 Informational Roles –The manager’s responsibility for gathering and disseminating information to the stakeholders of the organization: Monitor Disseminator Spokesperson

Transparency 1-15 © 2001 South-Western Publishing Mintzberg’s Managerial Roles Slide 4 of 4 Decisional Roles –The manager’s responsibility for processing information and reaching conclusions: Entrepreneur Disturbance handler Resource allocator Negotiator

Transparency 1-16 © 2001 South-Western Publishing Functional managers General managers Managers who are responsible for managing a work unit that is grouped based on the function served. Managers who are responsible for managing several different departments that are responsible for different tasks. Scope of Responsibility

Transparency 1-17 © 2001 South-Western Publishing Chief Executive General Parts Inc. Plant Manager Service Manager Account Manager Payroll Manager A functional manager is a manager responsible for a work group segmented by function. VP of Production VP of Finance Functional Manager

Transparency 1-18 © 2001 South-Western Publishing General Manager Supermarket, Inc. Produce Manager Bakery Manager Grocery Manager General Manager A general manager is a manager responsible for several different work groups segmented by task.

Transparency 1-19 © 2001 South-Western Publishing Top-levelManagersTop-levelManagers Middle Managers First-line Managers Operational Employees Levels of Management

Transparency 1-20 © 2001 South-Western Publishing First-lineManagementMiddleManagementTop-LevelManagement Conceptual Human Technical Conceptual Human Technical Conceptual Human Technical Skills Needed at Different Levels of Management Slide 1 of 3

Transparency 1-21 © 2001 South-Western Publishing Skills Needed at Different Levels of Management Slide 2 of 3 Technical Skills –The ability to utilize tools, techniques, and procedures that are specific to a particular field. Human Skills –The ability to work effectively with others.

Transparency 1-22 © 2001 South-Western Publishing Skills Needed at Different Levels of Management Slide 3 of 3 Conceptual Skills –The ability to analyze complex situations and respond effectively to the challenges faced by the organization.

Transparency 1-23 © 2001 South-Western Publishing A condition of rapid, dramatic, complex, and unpredictable changes that has a significant effect on the ways in which organizations are managed. Hyperchange

Transparency 1-24 © 2001 South-Western Publishing Managing in the 21st Century: Environmental Trends Advances in Information Technology Globalization of the Marketplace Increasing Predominance of Entrepreneurial Firms The Growing Importance of Intellectual Capital

Transparency 1-25 © 2001 South-Western Publishing The Changing Chief Executive Officer Increasing Diversity in the Workplace From Hierarchy to Self-Managed Teams A New Organizational Model Managing in the 21st Century: Organizational Changes

Transparency 1-26 © 2001 South-Western Publishing The Contemporary Manager Slide 1 of 2 The New Manager Profile –Managers will no longer think of themselves as “the boss,” but will view themselves as sponsors, team leaders, or internal consultants.

Transparency 1-27 © 2001 South-Western Publishing The Contemporary Manager Slide 2 of 2 Competencies of Tomorrow’s Managers –The great communicator –The team player –The technology master –The problem solver –The foreign ambassador –The change maker –The 21st-century leader