1. Managing in Turbulent Times
Chapter 1
Managing in Turbulent Times

2. The Definition of Management
Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
Managers get things done through the organization
Create right systems and environment
Organizations need good managers
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

3. Organizational Performance
An organization is a social entity that is goal directed and deliberately structured
Organizational effectiveness – providing a product or service that customers value
Organizational efficiency refers to the amount of resources used to achieve an organizational goal
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4. 1.2 The Process of Management
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5. 1.1 What Do Managers Do?
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6. Management Skills
Three categories of skills: conceptual, human, technical
The degree of the skills may vary but all managers must possess the skills
The application of management skills change as managers move up the hierarchy
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

7. Management Skills
Conceptual skills- ability to see the orgz as a whole and the r/ship among its part
Human skills-ability to work with and through people effectively
Technical skills-u/standing of and proficiency in the performance of specific tasks
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

8. 1.3 Relationship of Skills to Management
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9. 1.4 Top Causes of Manager Failure
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10. Management Types: Vertical
Top managers are responsible for the entire organization
Middle managers are responsible for business units
First-line managers are responsible for production of goods and services
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11. Management Types: Horizontal
Functional Managers are responsible for departments that perform specific tasks
General Managers are responsible for several departments
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12. 1.5 Management Levels
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13. 1.6 From Individual Performer to Manager
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14. Do You Really Want to Be A Manager?
The increased workload
The challenge of supervising former peers
The headache of responsibility for other people
Being caught in the middle
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15. Manager Activities Adventures in multitasking Life on speed dial
Activity characterized by variety, fragmentation, and brevity
Less than nine minutes on most activities
Managers shift gears quickly
Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)
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16. Ten Manager Roles Decisional Informational Interpersonal Entrepreneur
Monitor
Disseminator
Spokesperson
Interpersonal
Figurehead
Leader
Liaison
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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17. Manager Roles
Manager roles are important to understand but they are not discrete activities
Management can’t be practiced as independent parts
Managers need time to plan and think
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.