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Management 1 © 2011 Cengage Learning.

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1 Management 1 © 2011 Cengage Learning

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 © 2011 Cengage Learning

3 What Is Management? describe what management is
explain the four functions of management © 2011 Cengage Learning

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 © 2011 Cengage Learning

5 The Four Functions of Management
© 2011 Cengage Learning

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 © 2011 Cengage Learning

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 © 2011 Cengage Learning

8 What Do Managers Do? describe different kinds of managers
4. explain the major roles and subroles that managers perform in their jobs © 2011 Cengage Learning

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 © 2011 Cengage Learning

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 © 2011 Cengage Learning

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 © 2011 Cengage Learning

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 © 2011 Cengage Learning

13 Mintzberg’s Managerial Roles
© 2011 Cengage Learning

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 © 2011 Cengage Learning

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 © 2011 Cengage Learning

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 © 2011 Cengage Learning

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 © 2011 Cengage Learning

19 Management Skills © 2011 Cengage Learning

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 © 2011 Cengage Learning

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 © 2011 Cengage Learning

22 Stages in the Transition to Management
© 2011 Cengage Learning

23 Why Management Matters
8. explain how and why companies can create competitive advantage through people © 2011 Cengage Learning

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. © 2011 Cengage Learning

25 Competitive Advantage through People: Management Practices
© 2011 Cengage Learning

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. © 2011 Cengage Learning

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. © 2011 Cengage Learning

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