1. © 2008 Prentice-Hall Business Publishing Agenda for 8.26.13 Today: -Notes – Together and On Your Own -Case Studies -How to Be An Awesome Young Manager Wednesday: -Notes -Study Guide Friday: -Unit 1 Test!! Today: -Notes – Together and On Your Own -Case Studies -How to Be An Awesome Young Manager Wednesday: -Notes -Study Guide Friday: -Unit 1 Test!! 1

2. PowerPoint slides by Susan A. Peterson, Scottsdale Community College PowerPoint slides by Susan A. Peterson, Scottsdale Community College Chapter 1: Management and Organizations Chapter 1: Management and Organizations M a n a g e m e n t

3. © 2008 Prentice-Hall Business Publishing Malden Mills Let’s Recap this Case! -Who is Aaron Feuerstein? -What happened to Malden Mills? -Is profit or employee well being more important? Let’s Recap this Case! -Who is Aaron Feuerstein? -What happened to Malden Mills? -Is profit or employee well being more important?

4. © 2008 Prentice-Hall Business Publishing Journal Entry What is a manager? What does it take to be a great manager? What skills or attributes to you possess that would make you a good manager? What is a manager? What does it take to be a great manager? What skills or attributes to you possess that would make you a good manager?

5. © 2008 Prentice-Hall Business Publishing Unit 1 EQ’s & EU’s Enduring Understandings: Businesses today operate in a world of constant change. Managers perform various roles to ensure the productivity of a business. Management is the process of deciding how best to use a businesses resources. Essential Questions: What would the world be like without managers? What qualities do you think a manager should possess? What would happen if no one wanted to be an entrepreneur? Enduring Understandings: Businesses today operate in a world of constant change. Managers perform various roles to ensure the productivity of a business. Management is the process of deciding how best to use a businesses resources. Essential Questions: What would the world be like without managers? What qualities do you think a manager should possess? What would happen if no one wanted to be an entrepreneur? 5

6. © 2008 Prentice-Hall Business Publishing 6 What is Management? Management is a process that involves: Assembling and using sets of resources Acting in a goal-directed manner to accomplish tasks Activities carried out in an organizational setting Management is a process that involves: Assembling and using sets of resources Acting in a goal-directed manner to accomplish tasks Activities carried out in an organizational setting

7. © 2008 Prentice-Hall Business Publishing 7 Managerial Challenges Managerial Challenges Managing Change Managing Resources Managing Strategically Managing Entrepreneurially Is the most persistent, pervasive and powerful challenge for managers Requires managers to gain employee acceptance Technology and Globalization cause change! Financial capital Human resources Physical resources Technology Searching for new opportunities Identifying new ideas for new markets Emphasizing actions to take advantage of uncertainty

8. © 2008 Prentice-Hall Business Publishing 8 Historical Approaches to Management Ancient China and art of warfare Ancient Egypt and building of pyramids Roman Empire and building of roads and viaducts Industrial Revolution and modern management Ancient China and art of warfare Ancient Egypt and building of pyramids Roman Empire and building of roads and viaducts Industrial Revolution and modern management

9. © 2008 Prentice-Hall Business Publishing Levels of Management Senior Management Middle Management Supervisory Management

10. © 2008 Prentice-Hall Business Publishing 10 What do Managers do? …Managerial Functions Planning Organizing Directing Controlling Managing Adapted from Exhibit 1.1

11. © 2008 Prentice-Hall Business Publishing 11 Managerial Roles Interpersonal Roles Interpersonal Roles Figurehead Leader Liaison Adapted from Exhibit 1.2 Figurehead: attending ceremonial activities Leader: influencing or directing others Liaison: contacting others outside the formal chain of command Figurehead: attending ceremonial activities Leader: influencing or directing others Liaison: contacting others outside the formal chain of command

12. © 2008 Prentice-Hall Business Publishing 12 Managerial Roles Informational Roles Informational Roles Monitor Disseminator Spokesperson Adapted from Exhibit 1.2 Monitor: seeking information to be aware of crucial developments Disseminator: receiving and sending information Spokesperson: representing the views of the unit for which he/she is responsible Monitor: seeking information to be aware of crucial developments Disseminator: receiving and sending information Spokesperson: representing the views of the unit for which he/she is responsible

13. © 2008 Prentice-Hall Business Publishing 13 Managerial Roles Decisional Roles Decisional Roles Entrepreneur Disturbance- handler Disturbance- handler Resource- allocator Resource- allocator Negotiator Adapted from Exhibit 1.2 Entrepreneur: exploring new opportunities Disturbance-handler: acting as a judge or problem solver in conflicts among employees Resource-allocator: deciding how resources will be distributed Negotiator: making accommodations with other units Entrepreneur: exploring new opportunities Disturbance-handler: acting as a judge or problem solver in conflicts among employees Resource-allocator: deciding how resources will be distributed Negotiator: making accommodations with other units

14. © 2008 Prentice-Hall Business Publishing 14 Job A: Project Team Manager Job B: Fast Foods Restaurant Manager Demands Develop new product with strong market appeal Hold formal weekly progress meeting with boss Frequent travel to other company sites Maintain attractive appearance of restaurant Keep employee costs as low as possible Meet standards for speed of service Two Managerial Jobs—Examples! Adapted from Exhibit 1.3

15. © 2008 Prentice-Hall Business Publishing 15 Job A: Project Team Manager Job B: Fast Foods Restaurant Manager Constraints 12 month deadline for product development Project budget limit of $1 million No choice in selecting team members Most employees have limited formal education Few monetary incentives to reward outstanding performance Federal and state health and safety regulations Two Managerial Jobs (Examples) Adapted from Exhibit 1.3

16. © 2008 Prentice-Hall Business Publishing 16 Job A: Project Team Manager Job B: Fast Foods Restaurant Manager Choices The organizational structure of the project team Sequencing of project tasks Budget allocation Selection of employee to promote to supervisor Scheduling of shifts and assignments Local advertising promotions Two Managerial Jobs (Examples) Adapted from Exhibit 1.3

17. © 2008 Prentice-Hall Business Publishing 17 What Skills Do Managers Need? TECHNICAL SKILLS Specialized knowledge (Including when and how to use the skills) TECHNICAL SKILLS Specialized knowledge (Including when and how to use the skills) INTERPERSONAL SKILLS Sensitivity, persuasiveness, empathy INTERPERSONAL SKILLS Sensitivity, persuasiveness, empathy CONCEPTUAL SKILLS Logical reasoning, judgment, analytical abilities CONCEPTUAL SKILLS Logical reasoning, judgment, analytical abilities Adapted from Exhibit 1.4

18. © 2008 Prentice-Hall Business Publishing Why so few women and minorities? As recently as the 1960’s encouraged to hold support roles (e.g. secretaries, teachers, waitresses, sales clerks) Glass Ceiling: invisible barrier that prevents women and minorities from moving up in the world of business -an unofficial but real impediment to somebody's advancement into upper-level management positions because of discrimination based on the person's gender, age, race, ethnicity, or sexual preference. Breaking the Glass Ceiling…”Avon Case Study” p. 6 in text As recently as the 1960’s encouraged to hold support roles (e.g. secretaries, teachers, waitresses, sales clerks) Glass Ceiling: invisible barrier that prevents women and minorities from moving up in the world of business -an unofficial but real impediment to somebody's advancement into upper-level management positions because of discrimination based on the person's gender, age, race, ethnicity, or sexual preference. Breaking the Glass Ceiling…”Avon Case Study” p. 6 in text

19. © 2008 Prentice-Hall Business Publishing What are entrepreneurs? People who launch and run their own businesses Case Study… “Nestlé's Sweet Organizational Structure” p. 11 People who launch and run their own businesses Case Study… “Nestlé's Sweet Organizational Structure” p. 11

20. © 2008 Prentice-Hall Business Publishing How to Be an Awesome Young Manager - Activity Go to the following link: -Young Manager ArticleYoung Manager Article Read the article and write down the seven (7) tips the author gives to be an “awesome young manager.” -This is fair game for a quiz and/or test! Go to the following link: -Young Manager ArticleYoung Manager Article Read the article and write down the seven (7) tips the author gives to be an “awesome young manager.” -This is fair game for a quiz and/or test! 20