1. By C. Christopher Lee, Ph.D.

2.  4 major functions in management (Daft, 2013) :  Planning  Organizing  Leading  Controlling  Planning = setting a goal(s); formulating strategies to accomplish the goal(s)  Organizing = getting resources (people, money, equipment, etc.), allocating the resources to accomplish the goal(s)  Leading = leadership; motivating, engaging, inspiring people to work hard, become more productive  Controlling = performance evaluation; improving the whole organization 2

3.  Effectiveness : achieving goal; goal-oriented  Efficiency : productivity; output/input  Profitability : bottom-line  Efficiency is closer to the profitability than effectiveness; that’s why biz org cares about efficiency more than effectiveness.  Non-profit org (= charity, university, high school, Red Cross, etc.) may value effectiveness more than efficiency.  Most time, efficiency and effectiveness go along, but not always. Some organization may be effective but not efficient, vice versa. 3

4.  Performing the four functions (planning, organizing, leading, controlling) effectively and efficiently  Exam:  Part 1: Textbook review  True/false, multiple choice  Randomly selected from the test bank  Part 2: Class discussion  Short essay questions from lecture, handouts 4

5. Innovation is the new imperative. Organizations cannot survive long-term without innovation. Companies like Facebook are always investing in new ideas. Innovation should be part of products, processes, people, and values. Case in point: IBM – changing from HW/SW to service Innovative Why Innovative Management Matters 5

6. 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.  Managers create right systems and environment.  Organizations need good managers. Management The Definition of Management 6

7. Identifying goals for future organizational performance; Deciding on the tasks and use of resources needed to be in the future  Action Plan Setting a goal  Measurable goal Formulating strategies to achieve the goal DQ: What is the strategy? – Plan/way to create an opportunity to gain the competitive advantage, in order to achieve the goal Planning 7

8. Typically follows planning. Reflects how the organization tries to accomplish the plan Assign tasks Group tasks into departments Delegate authority Allocate resources across the organization Hiring right people to right task, & terminating employment Organizing 8

9. Use of influence to motivate employees to achieve organizational goals Create a shared culture and values Communicate goals to people throughout the organization Infuse employees with the desire to perform at a high level  Inspiring employees Leading - Leadership 9

10. Monitor employees’ activities Determine whether the organization is on target toward its goals Make corrections as necessary Evaluate the performance Help improve the performance  Good Manager! Controlling Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 10

11. What Do Managers Do? (Murray, 2010)

12. The Process of Management 12

13. An organization = a social entity that is goal directed and deliberately structured Organizational effectiveness – providing a product or service that customers value  achieving an goal Organizational efficiency refers to the amount of resources used to achieve an organizational goal; ≈ Productivity = Output / Input High Performance – The ability to attain its goals by using resources efficiently & effectively Organizational Performance 13

14. Efficiency & Profitability

15. Three categories of skills: (1) conceptual, (2) human, (3) 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 Management Skills 15

16. Relationship of Skills to Management

17. 3 Kinds of Managers Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 17 1.Supervisor (first line manager, operational manager) 2.Manager (middle manager, Director) 3.Executive (top management, VP, President, CEO)

18. Missteps and unethical behavior have been in the news During turbulent times, managers must apply their skills Common management failures: – Not listening to customers – Misinterpreting signals from marketplace – Not building teams – Inability to execute strategies – Failure to comprehend and adapt to change – Poor communication (#1 reason), and interpersonal skills When Skills Fail 18

19. Top Causes of Manager Failure (Logenecker, Neubert & Fink, 2007)

20. Top managers are responsible for the entire organization – CEO, President; executives Middle managers are responsible for business units; directors Project managers: Responsible for misinterpreting signals First-line managers (supervisors) are responsible for production of goods and services Vertical Differences Management Types: Vertical Differences 20

21. Functional Managers are responsible for departments that perform specific tasks General Managers are responsible for several departments Management Types: Horizontal Differences 21

22. Management Levels (Bonoma & Lawler, 1988) 22

23. Organizations often promote star performers to management Becoming a manager is a transformation – Move from being a doer to a coordinator Many new managers expect more freedom to make changes  Not happens all the time. Successful managers build teams and networks Many make the transformation “trial by fire” DQ: Why doesn’t a star QB always become a great coach? Making The Leap: Becoming A New Manager 23

24. From Individual Performer to Manager (Hill, 2002)

25. The increased workload The challenge of supervising former peers The headache of responsibility for other people Being caught in the middle  Make more money  Creating opportunity to make change/difference  Respect, honor Do You Really Want to Be A Manager? 25

26. Adventures in multitasking – Activity characterized by variety, fragmentation, and brevity – Less than nine minutes on most activities – Managers shift gears quickly – Truly Professional! Life on speed dial – Work at unrelenting pace – Interrupted by disturbances – Always working (catching up) Manager Activities 26

27. A role is a set of expectations for a manager’s behavior. Every role undertaken by a manager accomplishes the 4 functions of: Planning, Organizing, Leading, Controlling 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 Manager Roles

28. Ten Manager Roles 28 Informational Monitor Disseminator Spokesperson Interpersonal Figurehead Leader Liaison Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator

29. Hierarchical Levels and Importance of Roles [Krout, Pedigo, McKenna, & Dunnette, 1989]

30. Small businesses are growing – Inadequate management skills is a threat. – The roles for small business managers differ. – Entrepreneurs must promote the business. Nonprofits need management talent – Apply the four functions of management to make social impact. – More focus on costs. – Need to measure intangibles like “improving public health.” Managing in Small Business and Nonprofit Organizations 30

31. Rapid environmental shifts: – Technology – Globalization – Shifting social values In the new workplace, work is free-flowing and flexible at flatter structures. Success depends on innovation and continuous improvement Innovative Management for the New Workplace 31

32. Transition to a New Workplace

33. State-of-the-Art MGMT Competencies for Today’s World 33

34. Collaboration across functions, levels, customers, and companies Experimentation and learning are key values Knowledge and information sharing New Management Competencies 34 More challenges and changes are on the horizon! This is an exciting time in management.