1. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2002 by South-Western, a division of Thompson Learning. All rights reserved.Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

2. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Definition of Management The attainment of organizational goals in an effective and efficient manner through: Planning Organizing Leading Controlling organizational resources

3. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Today’s Organization and Their Challenges Technology New business models Strive to remain competitive in the global arena Deal with uncertain environments Cutbacks Massive worldwide economic, political, and social shifts

4. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Revolution in Management, the New Leader Ask to do more with less To engage whole employees To see change rather than stability as the nature of things Create vision and cultural values promoting a collaborative workplace

5. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Two Key Ideas in Defining Management  The four functions Planning Organizing Leading Controlling  Attainment of organizational goals in an effective & efficient manner CISCO

6. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Terms for Understanding Organizational Performance Organization…social entity that is goal directed and deliberately structured Goal directed…designed to achieve some outcome Deliberately structured…tasks are divided and responsibility for their performance is assigned Effectiveness…degree to which goals are achieved Efficiency…use of minimal resources to produce the desired volume of output

7. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Management Functions Planning Leading Resources Controlling Organizing Performance Human Financial Raw Materials Technological Information Attain goals Products Services Efficiency Effectiveness Use influence to motivate employees Select goals and ways to attain them Assign responsibility for task accomplishment Monitor activities and make corrections

8. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Management Skills Technical Skills Human SkillsConceptual Skills Management Level Top Managers Middle Managers First-Line Managers Non-managers (Personnel)

9. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Management Levels SOURCE: Adapted from Thomas V. Bonoma and Joseph C. Lawler, “Chutes and Ladders: Growing the General Manager,” Sloan Management Review (Spring 1989), 27-37.

10. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Horizontal Differences Functional managers, responsible for departments that perform a single functional task General managers, responsible for several departments that perform different functions

11. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Functional Departments Advertising Sales Finance Human resources Manufacturing Accounting

12. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. A Look at Managerial Activity Provides for variety Is fragmented Represented by brevity Performs a great deal of work quickly

13. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Ten Manager Roles Three Conceptual Categories InformationalInterpersonalDecisional Monitor Disseminator Spokesperson Figurehead Leader Liaison Entrepreneur Disturbance handler Resource allocator Negotiator

14. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Supervisory Managers Middle Managers Top Managers Hierarchial Levels Leader role Liaison roleHigh Med Low Importance SOURCE: Based on information from A.I. Kraut, P.R. Pedigo, D.D. McKenna, and M.D. Dunnette, “The Role of the Manager: What’s Really Important in Different Management Jobs,” Academy of Management Executive 3 (1989), 286-293.

15. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Centered around information and ideas Work is free-flowing and flexible Work is often virtual Characteristics of the New Workplace

16. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Today’s Managers Embrace ambiguity Create organizations that are: –Fast –Flexible –Adaptable –Relationship-oriented Focus on: –Leadership –Staying connected to employees and customers –Team building –Developing a learning organization