Management: Principles and Practices

11e
Ricky W. Griffin

CHAPTER 1
Managing and the Manager’s
Job

PART 1
An Introduction to Management

PowerPoint Presentation by Charlie Cook

The University of West Alabama
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 Learning Objectives

1. Describe the nature of management, define management and

managers, and characterize their importance to contemporary
organizations.
2. Identify and briefly explain the four basic management functions in
organizations.
3. Describe the kinds of managers found at different levels and in
different areas of the organization.
4. Identify the basic managerial roles that managers play and the skills
they need to be successful.
5. Discuss the science and the art of management, describe how
people become managers, and summarize the scope of
management in organizations.
6. Characterize the new workplace that is emerging in organizations
today.
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 What is an Organization?

• A group of people working together

in a structured and coordinated
fashion to achieve a set of goals.

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 Types of Organizational Resources

Organizational
Resources

Physical Human Information Financial

Resources Resources Resources Resources

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 Organizational Resources

• Human resources
 Managerial talent and labor
• Financial resources
 Capital investments to support
ongoing and long-term operations
• Physical resources
 Raw materials; office and production
facilities, and equipment
• Information resources
 Usable data, information linkages

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 1.1 Examples of Resources Used by Organizations

Human Financial Physical Information

Organization Resources Resources Resources Resources
Royal Dutch/ Drilling Profits Refineries Sales forecasts
Shell Group platform Stockholder Office buildings OPEC
workers investments proclamations
Corporate
executives
Michigan State Faculty Alumni Computers Research reports
University Administrative contributions Campus facilities Government
staff Government publications
grants
New York City Police officers Tax revenue Sanitation Economic
Municipal Government equipment forecasts
employees grants Municipal Crime statistics
buildings
Susan’s Corner Grocery clerks Profits Building Price lists from
Grocery Store Bookkeeper Owner Display shelving suppliers
investment Newspaper ads
for competitors

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 What is Management?

• A set of activities
 planning and decision making, organizing,
leading, and controlling
directed at an organization’s resources
 human, financial, physical, and information
with the aim of achieving organizational goals
in an efficient and effective manner.

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 1.1 Management in Organizations

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 The Basic Purpose of Management

EFFICIENTLY
Using resources wisely and in
a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them

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 What is a Manager?
• Someone whose primary responsibility is to carry
out the management process.
 Plans and makes decisions, organizes, leads, and
controls human, financial, physical, and information
resources.

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 The Manager’s Job
• Plan:
 A manager cannot operate effectively unless he or
she has long range plans.
• Organize
 When there is more than one employee needed to
carry out a plan, then organization is needed.
• Control
 Develop a method to know how well employees are
performing to determine what has been and what still
must be done.

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 1.2 The Management Process

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 The Management Process
• Planning and Decision Making:
Determining goals and courses of action
• Organizing:
Coordinating activities and resources
• Leading:
Motivating and managing people
• Controlling:
Monitoring and evaluating activities

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 1.3 Kinds of Managers by Level and Area

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 Kinds of Managers by Level
• Top Managers
 are the small group of executives who manage the
overall organization. They create the organization’s
goals, overall strategy, and operating policies.
• Middle Managers
 are primarily responsible for implementing the policies
and plans of top managers. They also supervise and
coordinate the activities of lower level managers.
• First-Line Managers
 supervise and coordinate the activities of operating
employees.

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 Kinds of Managers by Area

Marketing Human Resources

Managers Managers

Kinds of
Financial Administrative
Managers
Managers Managers
by Area

Operations Specialist
Managers Managers

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 Kinds of Managers by Area
• Marketing Managers
 work in areas related to getting consumers and clients
to buy the organization’s products or services—new
product development, promotion, and distribution.
• Financial Managers
 deal primarily with an organization’s financial
resources—accounting, cash management, and
investments.
• Operations Managers
 are involved with systems that create products and
services—production control, inventory, quality
control, plant layout, site selection.
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 Kinds of Managers by Area (cont’d)
• Human Resources Managers
 are involved in human resource activities.
• Administrative Managers
 are generalists familiar with all functional areas of
management and are not associated with any
particular management specialty.
• Other Kinds of Managers
 hold specialized managerial positions (e.g., public
relations managers) directly related to the needs of
the organization.

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 Basic Managerial Roles and Skills
• Regardless of level or area, all managers must
play certain roles and exhibit specific skills in
order to be successful.
• Managers:
 Do certain things.
 Meet certain needs.
 Have certain responsibilities.

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 Lights, Roll Camera, Manage !!!

Interpersonal Informational
Roles Roles

Managerial
Roles

Decisional
Roles

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 Managerial Roles (Mintzberg)
• Interpersonal Roles
 Figurehead, leader, and liaison roles involve dealing
with other people.
• Informational Roles
 Monitor, disseminator, and spokesperson roles
involve the processing of information.
• Decisional Roles
 Entrepreneur, disturbance handler, resource allocator,
and negotiator are managerial roles primarily related
to making decisions.

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 1.2 Ten Basic Managerial Roles

Category Role Sample Activities

Interpersonal Figurehead Attending ribbon-cutting ceremony for new plant
Leader Encouraging employees to improve productivity
Liaison Coordinating activities of two project groups
Informational Monitor Scanning industry reports to stay abreast of
developments
Disseminator Sending memos outlining new organizational initiatives
Spokesperson Making a speech to discuss growth plans
Decisional Entrepreneur Developing new ideas for innovation
Disturbance Resolving conflict between two subordinates
handler
Resource Reviewing and revising budget requests
allocator
Negotiator Reaching agreement with a key supplier or labor union

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 What Skills Do Managers Need?

Technical

Interpersonal Conceptual

Fundamental
Management
Diagnostic Skills Communication

Decision Time
Making Management

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 Managerial Skills
• Technical
 To accomplish or understand the specific kind of work
being done in an organization.
• Interpersonal
 To communicate with, understand, and motivate both
individuals and groups.
• Conceptual
 To think in the abstract.
• Diagnostic
 To visualize the appropriate response to a situation.

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 Managerial Skills (cont’d)

• Communication
 To convey ideas and information effectively to others
and to receive the same effectively from others.
• Decision-Making
 To recognize and define problems and opportunities
and then to select an appropriate course of action to
solve problems and capitalize on opportunities.
• Time-Management
 To prioritize work, to work efficiently, and to delegate
appropriately.

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 Management: Science or Art?
• The Science of Management
 Assumes that problems can be approached using rational,
logical, objective, and systematic ways.
 Requires the use of technical, diagnostic, and decision-making
skills and techniques to solve problems.
• The Art of Management
 Making decisions and solving problems using a blend of intuition,
experience, instinct, and personal insights.
 Using conceptual, communication, interpersonal, and time-
management skills to accomplish the tasks associated with
managerial activities.

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 Management Challenge Question

• What do you say to your boss when your boss

wants you to make the numbers fit the
forecast?
A. What do you want the numbers to be?

B. Which numbers are right? which are wrong?

C. No problem. If anyone asks, I’ll say that I deferred

to your judgment and am using your numbers.
D. What are the consequences if I refuse to do that?

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 1.4 Sources of Management Skills

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 The Scope of Management
• For-Profit Organizations
 Large businesses
 Industrial firms, commercial banks, insurance firms, retailers,
transportation firms, utilities, communication firms, service
organizations
 Small businesses and start-up businesses
 International management

• Not-for-Profit Organizations
 Governmental organizations—local, state, and federal
 Educational organizations—public and private schools, colleges,
and universities
 Healthcare facilities—public hospitals and HMOs
 Nontraditional settings—community, social, spiritual groups

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 You’re the Manager
• The Situation:
 The group manager that you replacing has remained on job for a
short time to train you, however he did not actively involve you in
daily operations. He departs permanently after today’s meeting.
 Morale is low because the group manager has been running a
one-person show with no significant delegation or participation by
other employees.
 The overall performance of the group appears to be far below its
current capabilities.
• What will you do first?
• After that, what will you do next?

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 • organization • interpersonal roles
• management • informational roles
• effective • decisional roles
• efficient • technical skills
• manager • interpersonal skills
• decision making • conceptual skills
• organizing • diagnostic skills
• leading • communication skills
• controlling • decision-making skills
• levels of management • time-management skills
• areas of management
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