Chapter 1

The Changing Paradigm of

Management

Chapter 1
 LEARNING OBJECTIVES:

➤ Define management ➤ Differentiate some

management types
➤ Explain four
management functions ➤ Define ten
management roles
➤ Explain effectiveness
and efficiency ➤ Describe the learning
organization
➤ Differentiate the
management skills
Chapter 1
 Management

The attainment of organizational goals in an

effective and efficient manner through
planning, organizing, leading, and
controlling organizational resources

Chapter 1
 The Four Functions of
Management
Planning
Select goals
& ways to
attain them

Chapter 1
 The Four Functions of
Management
Planning
Select goals
& ways to
attain them
Organizing
Assign
responsibility
for tasks

Chapter 1
 The Four Functions of
Management
Planning
Select goals
& ways to
attain them
Organizing
Assign
responsibility
for tasks
Leading
Use
influence to
motivate
Chapter 1
 The Four Functions of
Management
Planning
Select goals
& ways to
Controlling attain them
Organizing
Monitor Assign
activities & responsibility
make
for tasks
corrections
Leading
Use
influence to
motivate
Chapter 1
 Organizational Performance

➤ Effectiveness : the degree to which the

organization achieves a stated goal

Chapter 1
 Organizational Performance

➤ Effectiveness : the degree to which the

organization achieves a stated goal
➤ Efficiency : the use of minimal
resources to produce a desired volume
of output.

Chapter 1
 Management Skills

➤ Conceptual Skills : cognitive ability to

see the organization as a whole and the
relationship among its parts

Chapter 1
 Management Skills

➤ Conceptual Skills : cognitive ability to

see the organization as a whole and the
relationship among its parts
➤ Human Skills : ability to work with
and through other people and to work
effectively as a group member

Chapter 1
 Management Skills

➤ Conceptual Skills : cognitive ability to

see the organization as a whole and the
relationship among its parts
➤ Human Skills : ability to work with
and through other people and to work
effectively as a group member
➤ Technical Skills : understanding of
and proficiency in the performance of
specific tasks.

Chapter 1
 Management Types

➤ Vertical Differences CEO

☛ Top managers
☛ Middle managers VP VP VP
☛ First-line managers
➤ Horizontal Differences Mgr Mgr Mgr

☛ Functional managers
Mgr Mgr
☛ Line managers
☛ Staff managers Op Op Op Op Op
Chapter 1
 Management Skills

➤ Conceptual Skills CEO

Which level needs

conceptual skills the VP VP VP
most?
Mgr Mgr Mgr

Mgr Mgr

Op Op Op Op Op
Chapter 1
 Management Skills

➤ Conceptual Skills CEO

VP VP VP

Mgr Mgr Mgr

Mgr Mgr

Op Op Op Op Op
Chapter 1
 Management Skills

➤ Human Skills CEO

To what degree do various

levels of management VP VP VP
need human skills?

Mgr Mgr Mgr

Mgr Mgr

Op Op Op Op Op
Chapter 1
 Management Skills

➤ Human Skills Some CEO

Mo
re
Mo
st VP VP VP

Mgr Mgr Mgr

Mgr Mgr

Op Op Op Op Op
Chapter 1
 Management Skills

➤ Technical Skills CEO

To what degree do the

various levels need VP VP VP
technical skills?

Mgr Mgr Mgr

Mgr Mgr

Op Op Op Op Op
Chapter 1
 Management Skills

➤ Technical Skills Least CEO

Mo
re
Mo
st VP VP VP

Mgr Mgr Mgr

Mgr Mgr

Op Op Op Op Op
Chapter 1
 What Is It Like to Be a Manager?

➤ Managerial Activities

- Diverse
- Characterized by variety, fragmentation,
and brevity
- Fast paced and require a high energy level
to be successful.

Chapter 1
 Informational roles = maintain
& develop information network
➤ The monitor = seeking current information
from many sources.
➤ The disseminator = transmits information
to others both inside and outside the
organization.
➤ The spokesperson = to provide official
statements to people outside the
organization about company policies,
Chapter 1
actions, or plans.
 Interpersonal roles pertain to
relationships with others
➤ The figurehead = ceremonial activities
➤ The leader = motivation, communication, and
influence of subordinates.
➤ The liaison = development of information
sources both inside and outside the
organization.

Chapter 1
 Decisional roles = make choice
requiring conceptual & human skills.
➤ The entrepreneurial = initiation of change.
➤ The resource allocator = how to allocate
resources to achieve outcomes.
➤ The negotiator = negotiating and
bargaining for unit of responsibility.
➤ The disturbance handler = resolving
conflicts between subordinates or other
departments.
Chapter 1
 Small Business

➤ The most important role is the

spokesperson role since the manager must
constantly sell the firm to the outside world.
➤ The entrepreneurial role is also important.

Chapter 1
 Preparing for the Year 2000

➤ Paradigm shifts: changing view of world

➤ Chaos Theory: reveals the existence of
randomness and disorder within larger
patterns of order.
➤ Workplace diversity
➤ Globalization.

Chapter 1
 The Learning Organization

➤ Vision and culture

➤ Empowered workers
➤ New structures
➤ Open-book management
➤ New career paths.

Chapter 1