1. Chapter 1
Managers and Managing

2. Learning Objectives
Define management and explain the difference between efficiency and effectiveness.
Identify the four managerial functions of planning, organizing, leading and controlling and the types of managerial activities associated with each function.
Differentiate among the levels of management and differences in managerial responsibilities and skills among these levels.
Identify the ten roles managers perform.
Define competitive advantage and identify approaches organizations use to build competitive advantage.

3. Definition of Management
Definition of Management
The activities of
Planning,
Organizing,
Leading, and
Controlling organizational resources.
to achieve organizational goals both efficiently and effectively.

4. Definition of Management
Definition of Management
Two important ideas in this definition
The process of how organizational goals are achieved - planning, organizing, leading, controlling
The results of management – Organizational Performance
achieving organization’s stated purpose efficiently and effectively

5. Definition of Management
Definition of Management
The results of Management – Organizational Performance
Efficiency
doing the task correctly while minimizing resource costs (Money, people, equipment)

6. Definition of Management
Definition of Management
The results of Management – Organizational Performance
Effectiveness -
selecting the right goals and achieving them

7. Managerial Functions

8. Managerial Functions Outcome Strategy Planning
Managerial Functions
Planning
Identify and select organizational goals
Decide actions which are needed to achieve goals
Decide how to allocate or obtain organizational resources
Outcome Strategy

9. Managerial Functions Outcome Organizational Structure Organizing
Managerial Functions
Organizing
Assigning tasks to be done and working relationships
who is to do them
how tasks are grouped
where decisions are made
Outcome Organizational Structure

10. Managerial Functions Leading Motivate others
Managerial Functions
Leading
Motivate others
Direct activities of others
Select effective communication channels
Resolve conflicts

11. Managerial Functions Controlling Compare actual performance with goals
Managerial Functions
Controlling
Compare actual performance with goals
Correct problems or deviations to get organization back on track

12. Managerial Functions

13. Ten Roles of Managers – Mintzberg (1971)
Ten Roles of Managers – Mintzberg (1971)
Decisional
Interpersonal
Informational
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson

14. Ten Roles of Managers - Mintzberg
Ten Roles of Managers - Mintzberg
Decisional
Entrepreneur – initiate new ideas;
Disturbance handler – Taking action during disputes or crises, resolving conflicts
Resource allocator – Decide who gets resources
Negotiator – Represent organization at negotiations

15. Ten Roles of Managers - Mintzberg
Ten Roles of Managers - Mintzberg
Interpersonal
Figurehead – symbolic head involving ceremonial activities
Leader – direct and motivate employees; virtually all activities involving employees
Liaison – contacts with others outside of formal chain of command

16. Ten Roles of Managers - Mintzberg
Ten Roles of Managers - Mintzberg
Informational
Monitor – seek and receive information (research)
Disseminator – communicate information to members of the organization
Spokesperson – communicates to people outside the organization; represent views of unit to others within organization

17. Ten Roles of Managers - Mintzberg
Ten Roles of Managers - Mintzberg
Considering the roles of managers, Which of the following persons would you consider to be managers?
Role
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entreprenuer
Disturbance Handler
Resource Allocator
Negotiator

18. Managerial Skills

19. Why Worry about Management?
Why Worry about Management?
Managers use resources to build Competitive Advantage