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Management 1 © 2011 Cengage Learning
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
What Is Management? describe what management isexplain the four functions of management © 2011 Cengage Learning
Management Is… Getting work done through othersEfficiency – getting work done with a minimum of effort, waste, or expense Effectiveness – accomplishing tasks that help fulfill organizational objectives © 2011 Cengage Learning
The Four Functions of Management© 2011 Cengage Learning
Management Functions Planning Organizingdetermining 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
Management Functions Leading Controllinginspiring 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
What Do Managers Do? describe different kinds of managers4. explain the major roles and subroles that managers perform in their jobs © 2011 Cengage Learning
Top Managers CEO, COO, CFO, CIOResponsible 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
Middle Managers Plant manager, regional manager, divisional managerSet 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
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
Team Leaders Facilitate team activities toward accomplishing a goalHelp team members plan and schedule work, learn to solve problems, and work effectively with each other Manage internal and external relationships © 2011 Cengage Learning
Mintzberg’s Managerial Roles© 2011 Cengage Learning
Interpersonal Roles Figurehead Leader Liaisonmanagers perform ceremonial duties Leader managers motivate and encourage workers to accomplish organizational objectives Liaison managers deal with people outside their units © 2011 Cengage Learning
Informational Roles Monitor Disseminator Spokespersonmanagers 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
Decisional Roles Entrepreneur Disturbance handler Resource allocatormanagers 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
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
What Companies Look ForTechnical 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
Management Skills © 2011 Cengage Learning
Mistakes Managers MakeInsensitive 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
The Transition to Management: The First YearInitially, 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
Stages in the Transition to Management© 2011 Cengage Learning
Why Management Matters8. explain how and why companies can create competitive advantage through people © 2011 Cengage Learning
Competitive Advantage through PeopleWhat 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
Competitive Advantage through People: Management Practices© 2011 Cengage Learning
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
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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