Chapter 1

Managing
PowerPoint Presentation by Charlie Cook
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Learning Outcomes

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12

Learning Outcomes (contd)

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13

What Is Management ?
Manager
The individual responsible for achieving organizational objectives through efficient and effective utilization of resources.

The Managers Resources

Human, financial, physical, and informational

Performance
Means of evaluating how effectively and efficiently managers use resource to achieve objectives.

Copyright 2003 by South-Western/Thomson Learning. All rights reserved.

14

What It Takes to be a Successful Manager

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
Exhibit 12
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Copyright 2003 by South-Western/Thomson Learning. All rights reserved.

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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.
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Copyright 2003 by South-Western/Thomson Learning. All rights reserved.

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Management Skills and Functions

Exhibit 13
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Management Roles
Management Role Categories (Mintzberg)
Interpersonal
Figurehead, leader, liaison

Informational
Monitor, disseminator, spokesperson

Decisional
Entrepreneur, disturbance handler, resource allocator, negotiator

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110

Ten Roles Managers Play

Exhibit 15
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Copyright 2003 by South-Western/Thomson Learning. All rights reserved.

112

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 firstline managers.

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113

Management Levels and Functional Areas

Exhibit 16
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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.

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115

Management Skills and Functions

Differences among management levels in skill needed and the functions performed:

Exhibit 17
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Large versus Small Business Managers

Exhibit 18a
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Large versus Small Business Managers (contd)

Exhibit 18b
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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

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120

The Three-Pronged Approach Features of This Book

Exhibit 19
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Situation Management Model

Model 11
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