©2008 by Nelson, a division of Thomson Canada Limited 1 Management Second Canadian Edition Chuck Williams Alex Z. Kondra Conor Vibert Slides Prepared by: Kerry Rempel, Okanagan College

©2008 by Nelson, a division of Thomson Canada Limited 2 Chapter 1 Management

©2008 by Nelson, a division of Thomson Canada Limited 3 What Would You Do? After 8 weeks of hard campaigning, Paul Martin found himself on the opposition side of the House of Commons. He leaves politics surrendering a fractured party to a new leader. What are the challenges the new Liberal leader faces? What should the new leader do?

©2008 by Nelson, a division of Thomson Canada Limited 4 Learning Objectives: What is Management? After discussing this section you should be able to: 1. describe what management is. 2. explain the four functions of management.

©2008 by Nelson, a division of Thomson Canada Limited 5 Management is … Getting work done through others. Managers are concerned with: Efficiency getting work done with a minimum of effort, expense or waste. Effectiveness Accomplishing tasks that help fulfill organizational objectives.

©2008 by Nelson, a division of Thomson Canada Limited 6 Meta-analysis A study of studies. A statistical approach that provides the best scientific estimate of how well management theories and practices work.

©2008 by Nelson, a division of Thomson Canada Limited 7 What Really Works Meta-Analysis

©2008 by Nelson, a division of Thomson Canada Limited 8 Management Functions “Old” Planning Organizing Leading Controlling “New” Making Things Happen Meeting the Competition Organizing People, Projects, and Processes Leading

©2008 by Nelson, a division of Thomson Canada Limited 9 Making Things Happen Determining what you want to accomplish. Planning how to achieve those goals. Gathering and managing the information needed to make good decisions. Controlling performance.

©2008 by Nelson, a division of Thomson Canada Limited 10 Meeting the Competition Consider the threat from international competitors. Have a well-thought-out competitive strategy. Be able to embrace change and foster new product and service ideas. Structure their organizations to quickly adapt to changing customers and competitors.

©2008 by Nelson, a division of Thomson Canada Limited 11 Organizing People, Projects, and Processes Consideration of people issues. Consideration of work processes.

©2008 by Nelson, a division of Thomson Canada Limited 12 Leading Organizational effects of inspirational leadership

©2008 by Nelson, a division of Thomson Canada Limited 13 Learning Objectives: What Do Managers Do? After discussing this section, you should be able to: 3. describe different kinds of managers. 4. explain the major roles and subroles that managers perform in their jobs.

©2008 by Nelson, a division of Thomson Canada Limited 14 Kinds of Managers Top Managers Middle Managers First-Line Managers Team Leaders

©2008 by Nelson, a division of Thomson Canada Limited 15 Top Managers Responsible for: Creating a context for change. Developing attitudes of commitment in employees. Creating a positive organizational culture through language and action. Monitoring their business environments.

©2008 by Nelson, a division of Thomson Canada Limited 16 Middle Managers Responsible for: Planning and allocating resources to meet objectives. Coordinating and linking groups, departments, and divisions. Monitoring and managing the performance of the subunits and individual managers who report to them. Implementing the changes or strategies generated by top managers.

©2008 by Nelson, a division of Thomson Canada Limited 17 First-Line Managers Responsible for: Managing the performance of entry-level employees. Teaching entry-level employees how to do their jobs. Making detailed schedules and operating plans on middle management’s intermediate range plans.

©2008 by Nelson, a division of Thomson Canada Limited 18 Team Leaders Responsible for: Facilitating team performance. Managing external relationships. Internal team relationships.

©2008 by Nelson, a division of Thomson Canada Limited 19 Managerial Roles Interpersonal - figurehead - leader - liaison Informational -monitor -disseminator -spokesperson Decisional -entrepreneur -disturbance handler -resource allocator -negotiator Adapted from Exhibit 1.3

©2008 by Nelson, a division of Thomson Canada Limited 20 Interpersonal Roles Figurehead Role – managers perform ceremonial duties Leader Role – managers motivate and encourage workers to accomplish organizational objectives Liaison Role – managers deal with people outside their units

©2008 by Nelson, a division of Thomson Canada Limited 21 Informational Roles Monitor Role – managers scan their environment for information Disseminator Role – managers share the information they have collected with their subordinates and others in the company Spokesperson Role – managers share information with people outside their departments and company

©2008 by Nelson, a division of Thomson Canada Limited 22 Decisional Roles Entrepreneur Role – managers adapt themselves, their subordinates and their units to incremental change Disturbance Handler Role – managers respond to pressures and problems so sever that they demand immediate attention and action Resource Allocator Role – managers decide who will get what resources and how many resources they get Negotiator Role – managers negotiate schedules, projects, goals, outcomes, resources and employee raises

©2008 by Nelson, a division of Thomson Canada Limited 23 Learning Objectives: What Does It Take to Be a Manager? After discussing this section, you should be able to: 5. explain what companies look for in managers. 6. discuss the top mistakes that managers make in their jobs. 7. describe the transition that employees go through when they are promoted to management.

©2008 by Nelson, a division of Thomson Canada Limited 24 What Companies Look for in Managers Technical Skills Specialized knowledge Human Skill Ability to work with others Conceptual Skill Ability to see the whole organization Motivation to Manage A desire to be in charge

©2008 by Nelson, a division of Thomson Canada Limited 25 Relative Importance of Managerial Skills to Different Managerial Jobs Exhibit 1.4

©2008 by Nelson, a division of Thomson Canada Limited 26 Mistakes Managers Make 1. Insensitive to others 2. Cold, aloof, and/or arrogant 3. Betraying a trust 4. Overly ambitious 5. Specific performance problems with the business

©2008 by Nelson, a division of Thomson Canada Limited 27 Mistakes Managers Make 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

©2008 by Nelson, a division of Thomson Canada Limited 28 First-Year Management Transition Managers’ Initial Expectations Be the boss Formal authority Manage tasks Job is not managing people Adapted from Exhibit 1.6

©2008 by Nelson, a division of Thomson Canada Limited 29 First-Year Management Transition After Six Months as a Manager Initial expectations were wrong Fast pace Heavy workload Job is to be problem-solver and trouble- shooter for subordinates Adapted from Exhibit 1.6

©2008 by Nelson, a division of Thomson Canada Limited 30 First-Year Management Transition After a Year as a Manager No longer “doers” Communication, listening, & positive reinforcement Job is people development Adapted from Exhibit 1.6

©2008 by Nelson, a division of Thomson Canada Limited 31 The Transition to Management Initial Assumptions Exercise formal authority Managing tasks not people Help employees do their jobs Hire and fire Reality Cannot be “bossy” Manage people not tasks Coach employee performance Fast pace, heavy workload

©2008 by Nelson, a division of Thomson Canada Limited 32 Learning Objectives: Why Management Matters After reading this section, you should be able to: 8. explain how and why companies can create competitive advantage through people

©2008 by Nelson, a division of Thomson Canada Limited 33 Competitive Advantage Through People: Management Practices Employment security Selective hiring Self-managed teams and decentralization High wages contingent on organizational performance Training and skill development Reduction of status differences Sharing information Adapted from Exhibit 1.7

©2008 by Nelson, a division of Thomson Canada Limited 34 What Really Happened The electoral defeat was not as bad as predicted because the public perceived that the Liberals did achieve a number of important successes during their time in power. To turn itself around, the party must focus on making things happen, meeting the competition, leading, and organizing people, projects and processes.