1. The Exceptional Manager What You Do, How You Do It
Chapter One
The Exceptional Manager What You Do, How You Do It

2. B1-1
Management Defined
Management: 1) the pursuit of organizational goals efficiently and effectively by 2) integrating the work of people through 3) planning, organizing, leading, and controlling the organization’s resources.
Efficient: means to use resources—people, money, raw materials, and the like—wisely and cost-effectively
Effective: means to achieve results, to make the right decisions and successfully carry them out so that they achieve the organization’s goals
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

3. Why Organizations Value Managers: The Multiplier Effect
B1-2
Why Organizations Value Managers: The Multiplier Effect
Multiplier effect: Your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone.
McGraw-Hill/Irwin
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4. The Six Challenges to Being a Star Manager
Challenge #1: Managing for Competitive Advantage
Challenge #2: Managing for Diversity—The Future Won’t Resemble the Past
Challenge #3: Managing for Globalization—The Expanding Management Universe
Challenge #4: Managing for Information Technology
Challenge #5: Managing for Ethical Standards
Challenge #6: Managing for Your Own Happiness and Life Goals
McGraw-Hill/Irwin
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5. Four Management Functions
B1-4
Four Management Functions
Planning: setting goals and deciding how to achieve them.
Organizing: arranging tasks, people, and other resources to accomplish the work.
Leading: motivating, directing, and otherwise influencing people to work hard to achieve the organization’s goals.
Controlling: monitoring performance, comparing it with goals, and taking corrective action as needed.
McGraw-Hill/Irwin
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6. The Management Process
B1-5
Panel 1.1
The Management Process
Planning
Organizing
Controlling
Leading
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7. Three Levels of Management
B1-6
Three Levels of Management
Top Managers: make long-term decisions about the overall direction of the organization and establish the objectives, policies and strategies for it.
Middle Managers: implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them.
First-Line Managers: make short-term operating decisions, directing the daily tasks of non-managerial personnel.
McGraw-Hill/Irwin
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8. The Levels and Areas of Management
B1-7
Panel 1.2
The Levels and Areas of Management
Levels of Management
Top Managers
Middle Managers
First-Line Managers
Nonmanagerial personnel
R&D Marketing Finance Production Human resources
Functional Areas
McGraw-Hill/Irwin
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9. Functional Vs. General Managers
B1-8
Functional Vs. General Managers
Functional Managers: are responsible for just one organizational activity.
General Managers: are responsible for several organizational activities.
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

10. Mintzberg’s Useful Findings
A manager relies more on verbal than on written communication.
A manager works long hours at an intense pace.
A manager’s work is characterized by fragmentation, brevity & variety
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11. Three Types of Managerial Roles
B1-10
Three Types of Managerial Roles
Interpersonal Roles: managers interact with people inside and outside their work units. The three interpersonal roles are figurehead, leader, and liaison activities.
Information Roles: as monitor, disseminator and spokesperson—managers receive and communicate information.
Decisional Roles: managers use information to make decisions to solve problems or take advantage of opportunities. The four decision making roles are entrepreneur, disturbance handler, resource allocator, and negotiator.
McGraw-Hill/Irwin
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12. The Skills Managers Need
B1-11
The Skills Managers Need
Technical Skills—the ability to perform a specific job
Technical Skills: consist of the job-specific knowledge needed to perform well in a specialized field.
Conceptual Skills—the ability to think analytically
Conceptual Skills: consists of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together.
Human Skills—the ability to interact well with people
Human Skills: consist of the ability to work well in cooperation with other people to get things done.
McGraw-Hill/Irwin
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13. Taking Something Practical Away from This Chapter
Developing Study Habits: Finding Your “Prime Study Time”
Make a study schedule
Find some good places to study
Avoid time wasters, but reward your studying
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

14. Taking Something Practical Away from This Chapter
Improving Your Memory Ability
Space your studying rather than cramming
Review the information repeatedly—even “over learn” it
Use memorizing tricks
McGraw-Hill/Irwin
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15. Taking Something Practical Away from This Chapter
How to Improve Your Reading Ability: The SQ3R Method
S Q 3R
urvey
uestion
ead, recite, & review
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

16. Taking Something Practical Away from This Chapter
Learning From Lectures
Take effective notes by listening actively
Read ahead and anticipate the lecturer
Listen for signal words
Take notes in your own words
Ask questions
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

17. Taking Something Practical Away from This Chapter
Reviewing and Studying Information that is Emphasized and Enumerated
Review material that is emphasized
Review material that is enumerated
Review other tests
McGraw-Hill/Irwin
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18. Taking Something Practical Away from This Chapter
Prepare by Doing Final Revisions & Budgeting Your Test Time
Review your notes
Find a good test-taking spot
Read the test directions
Budget your time
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

19. Taking Something Practical Away from This Chapter
Objective Tests: Answer Easy Questions & Eliminate Options
Answer the easy questions first
Answer all questions
Eliminate the options
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

20. Taking Something Practical Away from This Chapter
Essay Tests: First Anticipate Answers & Prepare an Outline
Anticipate 10 probable essay questions
Prepare and memorize informal essay answers
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

21. Key Terms Used in This Chapter
Collaborative Computing
Competitive advantage
Conceptual skills
Controlling
Database
Decisional roles
Effective
E-business
E-commerce
Efficient
First-line managers
Four management functions
Human skills
Functional managers
General managers
Informational roles
Innovation
Internet
Interpersonal roles
Leading
Management
Management process
Middle managers
Organization
Organizing
Planning
Technical skills
Top managers
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.