Management Basics

Chapter 1
Managing
PowerPoint Presentation by Charlie Cook

The University of West Alabama
Copyright © 2006 Thomson Business and Economics.
All rights reserved.
Features of This Book’s Three-Pronged Approach
• Features That Present Important • Features That Help You Apply

Concepts What You Learn
– Text discussions of – Opening cases
management research
– Organizational examples
– Step-by-step behavior models
– Learning Outcome statements – Work Applications
– Key terms – Applying the Concept
– Chapter summaries and – Objective cases
glossaries – Video cases
– Review and discussion – Ethics and Social
questions Responsibility features
• Features That Foster Skill – Internet exercises
Development
– Self-assessments
– Behavior Modeling videos
– Behavior Modeling training
– Skill Builder exercises
Exhibit 1–9
Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–2
Why Study OB & Management?
• The better you can work with people, the more

successful you will be in both your personal and
your professional lives.
– Employers want to hire employees
who can participate in managing
the firm.
– Even nonmanagers (Individual
Contributors) are being trained
to perform management
functions.
Why Study OB & Management? (cont’d)
• The study of management builds the skills needed in
today’s workplace to succeed in:
– Becoming a partner in managing your organization
through participative management.
– Working in a team and sharing in decision making and
other management tasks.
• The study of management also applies directly to your
personal life in helping you to:
– Communicate with and interact with people every day.
– Make personal plans and decisions, set goals, prioritize
what you will do, and get others to do things for you.
• Society Needs Leaders and Team Players
– Be Successful in our Community, Religious, Social,
Professional, Recreational and Other Organizations.
– Become Leaders for a “Just and Humane World”
What Is a Manager’s Responsibility?
• Manager
– The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources. Participative?
• The Manager’s Resources
– Human, financial, physical, and informational
• Performance
– Means of evaluating how effectively and
efficiently managers use resources to achieve
objectives.
– Today often means “How” as well as “What”
What Does It Take to Be a Successful Manager?
• Management Qualities (Survey of Execs.)

– Integrity, industriousness, and the ability
to get along with people
• Management Skills
– Technical
– Human and communication (Teaming)
– Conceptual and decision-making skills
• “Systems Thinking” & “Critical
Thinking”
• The Ghiselli Study(6 Traits of Manager
Success – Inverse Order)
6) Initiative, 5)self-assurance,4) decisiveness,
3) intelligence, 2) need for occupational
achievement, and 1) supervisory ability
Exhibit 1–2
What Do Managers Do?
• Management Functions (Different Scope at job level)
– Planning
• Setting objectives and determining in advance
exactly (?) how the objectives will be met.
• Monitor for Change and Anticipate or React
• PDCA – Plan – Do – Check - Act
– Organizing
• Delegating and coordinating tasks
and allocating resources to achieve
objectives.
– Leading
• Influencing employees to work
toward achieving objectives.
• Setting an Example (Shadow of the Leader)
– Controlling
• Establishing and implementing mechanisms to
ensure that objectives are achieved.
The Systems Relationship among the Management Functions
Planning
Management
Functions
Controlling Organizing
Management
Skills
Leading
Exhibit 1–3
Management Roles
• Role
– A set of expectations of how one will behave in a
given situation.
• Management Role Categories (Mintzberg)
– Interpersonal
• Figurehead, leader, and liaison
– Informational
• Monitor, disseminator, and spokesperson
– Decisional
• Entrepreneur, disturbance handler, resource
allocator, and negotiator
Ten Roles Managers Play
Managers play various roles as necessary while performing their

management functions so as to achieve organizational objectives.
Exhibit 1–4
Differences Among Managers
• The Three Levels of Management
– Top managers
• CEO, president, or vice president
– Middle managers
• Sales manager, branch manager, or department head
– First-line managers
• Crew leader, supervisor, head nurse, or office manager
– Individual Contributors (ICs)
• Non-management operative employees
– Workers in the organization who are supervised by first-line
managers.
• Professionals/Specialists/Technicians (Knowledge
Workers)
Management Levels and Functional Areas
SOME
ORGANIZATIONS
“FLIP” THIS CHART
UPSIDE DOWN
INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

Exhibit 1–5
Types of Managers
• General Managers
– Supervise the activities of several departments.
• Functional Managers
– Supervise the activities of related tasks.
– Common functional areas:
• Marketing/Sales/Product Development
• Operations/Production/Services Delivery
• Finance/Accounting
• Human Resources/personnel management
• Infrastructure (IT, Real Estate, Legal)
• Project Managers
– Coordinate employees across several functional
departments to accomplish a specific task.
Management Skills and Functions
• Differences among management levels in skill

needed and the functions performed:
Planning
Controlling Organizing
Exhibit 1–6
Copyright © 2006 Thomson Business and Economics. All rights reserved. Leading 1–17
Individual Management Styles
Skill Builder 2 – Page 31
• What is Your Preferred Management Style?

• 12 Points Possible…
–Autocratic
–Consultative
–Participative
–Empowerment
–Combinations or Flexible
• Best Management Style?
– Adaptive or Situational Leadership
Differences between Large and Small Businesses
Exhibit 1–7
Differences between Large and Small Businesses (cont’d)
ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC

ORGANIZATIONS, WITH FOCUS ON THEIR MISSION
Exhibit 1–7 cont’d
New Workplace Issues and Challenges
Technology and Speed
Networking and
Boundaryless Globalization
Relationships and Diversity
Ethics and Knowledge,

Social Learning,
Responsibility Quality, and
Continuous
Improvement
Participative
Management, Knowledge
Empowerment, Management
and Teams
GENERATIONAL DIFFERENCES Change, Creativity, Innovation,
and Entrepreneurship
New Workplace Issues and Challenges (cont’d)
• Knowledge, Learning, Quality, and Continuous

Improvement
– Information is the foundation of knowledge
which, in turn, is the foundation of competitive
advantage. People (employees) are the
competitive advantage!
• Knowledge workers
• The learning organization
• Knowledge Management
– Involves everyone in an organization in sharing
knowledge and applying it to continuously
improve products and processes.
• Change, Creativity, Innovation, and

Entrepreneurship
– Knowledge management requires that people
change in order to continually improve.
– The speed of change in modern business has
increased because of globalization and changes
in technology. And other factors listed.
– Creativity is coming up with new ideas for
improvements, and innovation is implementing
those ideas.
– Entrepreneurship is about generating creative
ideas and using them through innovation.
• Participative Management, Empowerment,

and Teams
– Empowering employees to share in
performing management functions by
working in teams.
– Learning organizations manage knowledge
well by empowering teams to be creative
and innovative.
• Ethics and Social Responsibility
– Managerial integrity
• SOX Compliance after Financial Scandals
– Situational responses
• e. g. Katrina
• Networking and Boundaryless Relationships

– Electronic networks
• Beware the informality of e-mail, miss-interpreted
messages and first impressions
• Can be distracting/off task
– Relationship networks
– Virtual integration
QUESTION – ARE ELECTRONIC “TOOLS” CHANGING THE QUALITY OF

RELATIONSHIPS? E-Mail, NetMeeting, Video Conferences?
Microsoft Case Questions
1.Which type of resource played 4. Bill Gates' participation in and
the most important role in the coordination of small units and
success of Microsoft? his delegation of authority to
a. human c. financial managers to run their
b. physical d. informational departments are examples of the
__ management function.
a. planning c. leading
2. Which of the management b. organizing d. controlling
skills is stressed most in the
case study?
a. technical 5. Which primary management role
did Bill Gates use to achieve
b. human and communication success?
c. conceptual and decision- a. interpersonal-leader
making b. informational-monitor
c. decisional-negotiator
3. Which of the management
functions is stressed most in
the case study? 6. Bill Gates is at which level of
a. planning c. leading management?
b. organizing d. controlling a. top b. middle c. first-line
Microsoft Case
7. Which type of manager is Bill 10. Would Ghiselli (6 Traits – page
Gates? 10) agree that Bill Gates has
a. general supervisory ability?
b. functional a. Yes b. No
c. project
11. Give examples of some of the
8. Bill Gates has greater need for tasks Bill Gates performs in each
which skills? of the four management
functions.
a. technical rather than
conceptual 12. Give examples of some of the
b. conceptual rather than tasks Bill Gates performs in each
technical of the three management roles.
c. a balance of both
13. Do you think you would like to
9. How does Bill Gates spend most work tor Bill Gates? Explain your
of his time? answer.
a. planning and organizing
b. leading and controlling 14. Are Bill Gates and Microsoft
ethical and socially responsible?
c. a balance of both a and b
Closing
• Questions on Today’s Material

• Feedback on Today’s Class
– or send me an e-mail
– Was it “Work Worth Doing”
• For Next Tuesday:
– Read Chapter 10 – Teams and Team Leadership
– Read “The Team that Wasn’t” Case
– Answer Case Questions (Web Q)
– Student Information Web Q and Picture Upload
Back Up Slides
Learning Outcomes
After studying this chapter, you should be able to:
1. Describe a manager’s responsibility.
2. List and explain the three management skills.
3. List and explain the four management functions.
4. Identify the three management role categories.
5. List the hierarchy of management levels.
6. Describe the three different types of managers.
7. Describe the differences among management levels in terms of
skills needed and functions performed.
Learning Outcomes (cont’d)
8. Define the following key terms:
manager planning
manager’s resources organizing
performance leading
management skills controlling
technical skills management role categories
human and communication
skills levels of management
conceptual and decision-
making skills types of managers
management functions knowledge management
• Technology and Speed

– E-business: work done by using electronic
linkages (including the Internet) between
employees, partners, suppliers, and customers.
– E-commerce: business exchanges or
transactions that occur electronically.
• Globalization and Diversity
– Mergers are creating larger globalized firms.
– Firms competing globally have to act locally.
– Diversity is increasing as minorities grow and
markets globalize.
E-Commerce
Exhibit 1–8
Integrative Theories
• Systems Theory
– Focuses on viewing the organization as a whole
and as the interrelationship of its parts
(subsystems).
• Sociotechnical Theory
– Focuses on integrating people and technology.
• Contingency Theory
– Focuses on determining the best management
approach for a given situation.
Comparing Theories
Attempts to develop the best way to manage in all organizations by

Classical focusing on the jobs and structure of the firm.
Attempts to develop a single best way to manage in all

Behavioral organizations by focusing on people and making them productive.
Management Recommends using math (computers) to aid in problem solving

Science and decision making.
Systems Manages by focusing on the organization as a whole and the

interrelationship of its departments, rather than on individual
Theory parts.
Sociotechnical Recommends focusing on the integration of people and

Theory technology.
Contingency Recommends using the theory or the combination of theories that

Theory best meets the given situation.
Exhibit AP1–2

Management Basics

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Management Basics

Загружено:

Авторское право:

Доступные форматы

Chapter 1

PowerPoint Presentation by Charlie Cook

• Features That Present Important • Features That Help You Apply

• The better you can work with people, the more

• Management Qualities (Survey of Execs.)

Managers play various roles as necessary while performing their

INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

• Differences among management levels in skill

• What is Your Preferred Management Style?

ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC

Ethics and Knowledge,

• Knowledge, Learning, Quality, and Continuous

• Change, Creativity, Innovation, and

• Participative Management, Empowerment,

• Networking and Boundaryless Relationships

QUESTION – ARE ELECTRONIC “TOOLS” CHANGING THE QUALITY OF

• Questions on Today’s Material

• Technology and Speed

Attempts to develop the best way to manage in all organizations by

Attempts to develop a single best way to manage in all

Management Recommends using math (computers) to aid in problem solving

Systems Manages by focusing on the organization as a whole and the

Sociotechnical Recommends focusing on the integration of people and

Contingency Recommends using the theory or the combination of theories that

Вам также может понравиться