1. Management 1
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2. describe what management is explain the four functions of management
describe different kinds of managers
explain the major roles and subroles that managers perform in their jobs
explain what companies look for in managers
discuss the top mistakes that managers make in their jobs
describe the transition that employees go through when they are promoted to management
explain how and why companies can create competitive advantage through people
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3. What Is Management? describe what management is
explain the four functions of management
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4. Management Is… Getting work done through others
Efficiency – getting work done with a minimum of effort, waste, or expense
Effectiveness – accomplishing tasks that help fulfill organizational objectives
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5. The Four Functions of Management
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6. Management Functions Planning Organizing
determining organizational goals and a means for achieving them
Organizing
deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company
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7. Management Functions Leading Controlling
inspiring and motivating workers to work hard to achieve organizational goals
Controlling
monitoring progress toward goal achievement and taking corrective action when progress isn’t being made
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8. What Do Managers Do? describe different kinds of managers
4. explain the major roles and subroles that managers perform in their jobs
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9. Top Managers CEO, COO, CFO, CIO
Responsible for overall direction of the organization
Responsible for creating a context for change
Develop employees’ commitment to and ownership of company performance
Create a positive organizational culture through language and action
Responsible for monitoring the business environment
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10. Middle Managers Plant manager, regional manager, divisional manager
Set objectives consistent with top management’s goals
Implement subunit strategies for achieving objectives
Plan and allocate resources to meet objectives
Coordinate and link groups, departments, and divisions
Monitor and manage subunits and individual managers
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11. First-Line Managers
Office manager, shift supervisor, department manager
Train and supervise the performance of nonmanagerial employees
Teach entry-level employees how to do their jobs
Encourage, monitor, and reward employees’ performance
Make detailed schedules and operating plans
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12. Team Leaders Facilitate team activities toward accomplishing a goal
Help team members plan and schedule work, learn to solve problems, and work effectively with each other
Manage internal and external relationships
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13. Mintzberg’s Managerial Roles
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14. Interpersonal Roles Figurehead Leader Liaison
managers perform ceremonial duties
Leader
managers motivate and encourage workers to accomplish organizational objectives
Liaison
managers deal with people outside their units
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15. Informational Roles Monitor Disseminator Spokesperson
managers scan their environment for information and receive unsolicited information
Disseminator
managers share information with subordinates and others in the company
Spokesperson
managers share information with people outside of the company
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16. Decisional Roles Entrepreneur Disturbance handler Resource allocator
managers adapt themselves, their subordinates, and their units to change
Disturbance handler
managers respond to problems so severe that they demand immediate action
Resource allocator
managers decide who will get what resources and in what amounts
Negotiator
managers negotiate schedules, projects, goals, outcomes, resources, and employee raises
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17. What Does It Take to Be a Manager?
explain what companies look for in managers
discuss the top mistakes that managers make in their jobs
7. describe the transition that employees go through when they are promoted to management
© 2011 Cengage Learning

18. What Companies Look For
Technical skills
specialized procedures, techniques, and knowledge required to get the job done
Human skills
ability to work well with others
Conceptual skills
ability to see the organization as a whole, to recognize how the company fits into its external environment
Motivation to manage
an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively with others, tell others what to do, reward good behavior, punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks
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19. Management Skills
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20. Mistakes Managers Make
Insensitive to others: abrasive, intimidating, bullying style
Cold, aloof, arrogant
Betray trust
Overly ambitious: thinking of next job, playing politics
Specific performance problems with the business
Overmanaging: unable to delegate or build a team
Unable to staff effectively
Unable to think strategically
Unable to adapt to boss with different style
Overdependent on advocate or mentor
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21. The Transition to Management: The First Year
Initially, managers believed their job was to exercise formal authority and manage tasks
After 6 months…
Managers were surprised by pace and workload
Realized subordinates wanted help solving problems they couldn’t solve
After 1 year…
Realized that people management is most important
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22. Stages in the Transition to Management
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23. Why Management Matters
8. explain how and why companies can create competitive advantage through people
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24. Competitive Advantage through People
What separates top-performing companies from competitors is how they treat their workforces.
Companies that invest in their people create long-lasting competitive advantages that are difficult for other companies to duplicate.
Managers influence customer satisfaction through employee satisfaction.
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25. Competitive Advantage through People: Management Practices
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26. In Good Company
Which management skills discussed in this chapter does the character Mark Steckle seem to lack?
The sequence shows three people who represent different hierarchical levels in the company. Based on this scene, which of the four kinds of managers do you think each of them might be?
Which of the characters in this clip exhibited the strongest human skills?
When a sports magazine gets taken over by a media conglomerate, a seasoned and successful ad sales executive named Dan Foreman (Dennis Quaid) is stunned by his demotion. Carter Duryea (Topher Grace)—a business school prodigy who is half Dan’s age and talks a lot about “corporate synergy”—is brought in as his new boss. Dan spent years developing good relationships with his clients, but Carter thinks it’s more expedient to cross-promote the magazine with the corporation’s cell phone division. In this clip from the film, Carter has come to appreciate Dan’s work ethic and relationship skills, but his superior, Mark Steckle (Clark Gregg), wants to fire him. Carter stands up for Dan, even though it may mean he has to follow him out the door. Carter and Dan will have to work together if they’re going to find a way to save their jobs.
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27. Camp Bow Wow
Identify three skills that companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video.
Which activities at Camp Bow Wow require high efficiency? Which activities require high effectiveness?
3. List two activities that leaders at Camp Bow Wow perform daily, and identify which of the managerial roles discussed in the chapter figure prominently for each.
Camp Bow Wow:
Sue Ryan, a Camp Bow Wow franchisee from Colorado, knows the ins and outs of managing a care center for pets. To help launch her business a few years ago, Ryan recruited experienced pet care worker Candace Stathis, who came on as a camp counselor. Ryan soon recognized that Stathis was a star performer with a natural ability to work with clients and pets alike, and today Stathis serves as the camp’s general manager. At Camp Bow Wow, store managers have distinct roles from camp counselors. Whereas counselors typically take care of dogs, answer phones, and book reservations, managers must know how to run all operations and mange people as well. To keep camp running as efficiently as possible, Stathis maintains a strict daily schedule for doggie baths, nail trimmings, feedings, and play time.
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