1. Managers and the Management Process
Exploring Management
Chapter 1
Managers and the Management Process

2. Chapter 1 What does it mean to be a manager?
What do managers do and what skills do they use?
What are some important career issues in the new workplace?
Even if you do not professionally manage people, management skills are applicable to many situations including our personal lives. In this Chapter we will look at those skills and how they are used.

3. 1.1 What it means to be a manager
Organizations have different types and levels of managers
Accountability is a cornerstone of managerial performance
Effective managers help others achieve performance and satisfaction
Managers must meet multiple and changing expectations
The key here is understanding and believing that a manager’s primary task is working through and supporting others.

4. THE MEANING OF MANAGEMENT Types and Levels of Management
This is the typical management pyramid with workers at the bottom and senior management at the top. The structures are similar for both profit and nonprofit organizations.

5. THE MEANING OF MANAGEMENT Accountability
The requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility.
In fact, accountability and dependency exists at all levels of an organization. It is a matter of the level of each and reporting relationships.

6. THE MEANING OF MANAGEMENT Effective Management
Effective Managers
Meet both performance and satisfaction goals.
Performance relates to achieving organizational goals
Satisfaction relates to QWL (quality of work life)
Quality of work life increases job satisfaction, increases retention, helps with recruitment and helps employees balance work and their personal lives.

7. THE MEANING OF MANAGEMENT Effective Management
The Upside-Down Pyramid
The manager as a coach
Customers and non-managerial workers are at the top
The upside down pyramid expresses the idea that the primary function of management is to support others in getting the work done. Consider asking students if any feel that they have worked in an organization that embraces this concept.

8. Managerial work is intense and demanding
1.2 What Managers Do
Managerial work is intense and demanding
Managers plan, organize, lead and control
Managers enact informational, interpersonal and decisional roles
Managers pursue action agendas and engage in networking
Managers use a variety of technical, human, and conceptual skills
Managers can and should learn from experience
Good managers work hard at it. It is not a career position for those looking for the easy road.

9. WHAT MANAGERS DO The Management Process
Planning
The process of setting performance objectives and determining what actions should be taken to achieve them.
Organizing
The process of assigning tasks, allocating resources and coordinating the activities of individuals and groups.
Leading
The process of arousing people’s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives.
Controlling
The process of measuring work performance, comparing results to objectives and taking corrective action.
Understanding the management process of planning, organizing, leading and controlling is fundamental to understanding management.

10. WHAT MANAGERS DO The Management Process
Note that the management process is not sequential. Instead it is an iterative process in which managers change what they are doing as the situation dictates.

11. WHAT MANAGERS DO Management Roles
Management Styles
As you can see, managers wear many hats, again depending on the situation.

12. WHAT MANAGERS DO Management Skills
Technical Skills
The ability to use a special proficiency or expertise to perform particular tasks.
Conceptual Skills
The ability to think critically and analytically.
Human Skills
The ability to work with others.
A high level of emotional intelligence
The many different roles that managers play require different skills. Sometimes one of these, sometimes all three simultaneously.

13. WHAT MANAGERS DO Management Skills
The level of skill required changes with the level of management responsibility.

14. WHAT MANAGERS DO Management Skills
Emotional Intelligence
The ability to manage ourselves and our relationships effectively
Self awareness
understanding moods, emotions
Self regulation
thinking before acting, controlling disruptive impulses
Motivation
working hard and persevering
Empathy
understanding emotions of others
Social skills
gaining rapport and building good relationships
Managers that are strong in emotional intelligence rank high in self-awareness, keep cool in difficult situations and provide leadership when it is needed.

15. 1.3 Key Issues and Concerns
Globalization and job migration are changing the world of work
Failures of ethics and corporate governance are troublesome
Diversity and discrimination are continuing social priorities
Intellectual capital and self-management skills are essential for career success
These are trends that won’t change soon.

16. KEY ISSUES AND CONCERNS Globalization
The worldwide independence of resource flows, product markets and business competition.
Global Outsourcing
Purchasing products or subcontracting labor to foreign countries.
Job Migration
The shifting of jobs from one country
to another.
Job migration isn’t just for unskilled labor. China, India and the Philippines offer highly trained professionals at lower wages than the U.S. and other countries.

17. KEY ISSUES AND CONCERNS Ethics and Corporate Governance
A code of moral standards of conduct for what is “good” and “right” as opposed to what is “bad” or “wrong”.
Corporate Governance
The active oversight of management decisions, corporate strategy and financial reporting by the Board of Directors.
Recent history indicates that not only is there a serious problem with corporate ethics but the Board of Directors are negligent in providing proper oversight.

18. KEY ISSUES AND CONCERNS Ethics and Corporate Governance
Ethical Issues and Concerns
Failures of Business Leaders
AIG
Madoff Securities
Failures in Corporate Governance
Board of Directors
Board of Trustees
Unfortunately, there is currently no lack of bad business ethics practices. Examples include: insider trading, securities fraud, excessive executive compensation, executive bonuses, exploitation of foreign labor, hiring of undocumented workers…

19. KEY ISSUES AND CONCERNS Diversity
Workforce Diversity
The composition of a workforce in terms of differences among the members, such as gender, age, race, ethnicity, religion, sexual orientation, and ableness.
Discrimination
The holding of negative, irrational attitudes regarding people who are different from us
The key word here is irrational. Discrimination of any kind cannot be justified on a rational basis.

20. KEY ISSUES AND CONCERNS Diversity
Women earn some 60% of college degrees, hold 50.6% of managerial jobs, and hold 15.7% of board seats at Fortune 500 companies; women of color hold 3.2% of board seats and only 4% of firms have two women of color on their boards.
For each $1 earned by men, women earn 77 cents; African-American women earn 64 cents, and Hispanic women earn 52 cents.
The median compensation of female CEOs in North American firms is 85% that of males; in the largest firms it is 61%
African Americans are 11.5% of the workforce, and hold 8.3% of managerial and professional jobs.
Asian Americans are 4.7% of the workforce, and hold 6.3% of managerial and professional jobs.
Hispanics are 11.1% of the workforce, and hold 5% of managerial jobs.
The Hispanic number is grossly understated if you include undocumented persons. Consider asking students if any suspect their employer hires undocumented workers. The number may be surprising.

21. KEY ISSUES AND CONCERNS Diversity
Prejudice
The display of negative irrational attitudes toward women and minorities.
The Glass Ceiling
An invisible barrier limiting career advancement among women and minorities.
Women are doing OK except for higher level management positions where they are still limited by the Glass Ceiling.

22. KEY ISSUES AND CONCERNS Intellectual Capital
The collective brainpower or shared knowledge of an organization’s workforce.
Intellectual Capital = Competency x Commitment
The cost of hiring, training and maintaining a committed competent workforce is a major expense in most corporations.

23. KEY ISSUES AND CONCERNS Intellectual Capital
Knowledge Workers
Minds and intellect are key assets to employers.
Free Agent Economy
People change jobs more often and many work as independent contractors for a mix of employers.
Self Management
The ability to understand oneself, exercise initiative, accept responsibility and learn from experience.
This is one of the most challenging problems facing corporations. Corporations are cutting back on employee benefits in an attempt to maintain or increase profits. This practice encourages the Free Agent Economy.

24. KEY ISSUES AND CONCERNS Intellectual Capital
Shamrock Organization
operates with a core group of full-time long-term workers supported by others who work on contracts and part-time employees.
The number of full-time core workers is decreasing in favor of lower cost / no benefits subcontractors and part-time employees.