1. PowerPoint Presentation by Charlie Cook ManagingManaging Chapter 1 Copyright © 2003 South-Western/Thomson Learning. All rights reserved.

2. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–21–2 Learning Outcomes

3. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–31–3 Learning Outcomes (cont’d)

4. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–41–4 What Is Management ? Manager –The individual responsible for achieving organizational objectives through efficient and effective utilization of resources. The Manager’s Resources –Human, financial, physical, and informational Performance –Means of evaluating how effectively and efficiently managers use resource to achieve objectives.

5. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–51–5 What It Takes to be a Successful Manager Exhibit 1–2 Management Qualities –Integrity, industriousness, and the ability to get along with people Management Skills –Technical –Human and communication –Conceptual and decision-making The Ghiselli study –Initiative, self-assurance, decisiveness, intelligence, need for achievement, and supervisory ability

6. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–61–6

7. 1–71–7 What Do Managers Do? Management Functions –Planning Setting objectives and determining in advance exactly how the objectives will be met. –Organizing Delegating and coordinating tasks and resources to achieve objectives. –Leading Influencing employees to work toward achieving objectives. –Controlling Establishing and implementing mechanisms to ensure that objectives are achieved.

8. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–81–8

9. 1–91–9 Management Skills and Functions Exhibit 1–3

10. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–10 Management Roles Management Role Categories (Mintzberg) –Interpersonal Figurehead, leader, liaison –Informational Monitor, disseminator, spokesperson –Decisional Entrepreneur, disturbance handler, resource allocator, negotiator

11. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–11 Ten Roles Managers Play Exhibit 1–5

12. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–12

13. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–13 Differences Among Managers The Three Levels of Management –Top managers Chair of the board, CEO, president, vice president –Middle managers Sales manager, branch manager, department head –First-line managers Crew leader, supervisor, head nurse, and office manager –Non-management operative employees Workers in the organization who are supervised by first- line managers.

14. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–14 Management Levels and Functional Areas Exhibit 1–6

15. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–15 Types of Managers General Managers –Supervise the activities of several departments. Functional Managers –Supervise the activities of related tasks. –Common functional areas: Marketing Operations/production Finance/accounting Human resources management Project Manager –Coordinates employees across several functional departments to accomplish a specific task.

16. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–16 Management Skills and Functions Differences among management levels in skill needed and the functions performed: Exhibit 1–7

17. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–17

18. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–18 Large versus Small Business Managers Exhibit 1–8a

19. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–19 Large versus Small Business Managers (cont’d) Exhibit 1–8b

20. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–20 Managing in a Global Environment Characteristics of Global Competition –Downsizing/rightsizing –Empowerment –High involvement (management to leadership) –Information technology (Internet) –Speed (time-based competition) –Quality (continuous improvement) –Electronic commerce (e-business and b2b) –Learning and knowledge management –Global diversity of employees

21. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–21 The Three-Pronged Approach Features of This Book Exhibit 1–9

22. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–22 Situation Management Model Model 1–1