MGT 371 Chapter 1
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MGT 371 Chapter 1 Presentation Transcript

  • 1. Chapter 1 Management MGMT3 Designed & Prepared by Chuck Williams B-books, Ltd. 1Copyright ©2011 by Cengage Learning. All rights reserved
  • 2. What Is Management? After reading the next two sections, you should be able to: 1. describe what management is. 2. explain the four functions of management. 2Copyright ©2011 by Cengage Learning. All rights reserved
  • 3. Management Functions Planning Organizing Leading Controlling2 3 Copyright ©2011 Cengage Learning. All rights reserved
  • 4. Planning Planning Determining organizational goals and a means for achieving them.2.1 4 Copyright ©2011 by Cengage Learning. All rights reserved
  • 5. Organizing • Deciding where decisions will be made • Deciding who will do what jobs and tasks • Deciding who will work for whom2.2 5 Copyright ©2011 by Cengage Learning. All rights reserved
  • 6. Leading Inspiring Leading Motivating For Anne Mulcahy, former CEO of Xerox, the key to successful leadership is communicating with the company’s most important constituents: employees and customers.2.3 6 Copyright ©2011 by Cengage Learning. All rights reserved
  • 7. Controlling Controlling Monitoring progress toward goal achievement and taking corrective action when needed2.4 7 Copyright ©2011 by Cengage Learning. All rights reserved
  • 8. The Control Process Set standards to achieve goals Make changes Compare actual to return performance to performance to standards standards2.4 8 Copyright ©2011 by Cengage Learning. All rights reserved
  • 9. What Do Managers Do? After reading the next two sections, you should be able to: 3. describe different kinds of managers. 4. explain the major roles and subroles that managers perform in their jobs. 9Copyright ©2011 by Cengage Learning. All rights reserved
  • 10. Kinds of Managers • Top Managers • Middle Managers • First-Line Managers • Team Leaders3 10 Copyright ©2011 by Cengage Learning. All rights reserved
  • 11. Top Managers • Chief Executive Officer (CEO) • Chief Operating Officer (COO) • Chief Financial Officer (CFO) • Chief Information Officer (CIO)3.1 3 11 Copyright ©2011 Cengage Learning. All rights reserved
  • 12. Responsibilities of Top Managers Creating a context for change Developing commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments3.1 12 Copyright ©2011 by Cengage Learning. All rights reserved
  • 13. Top Managers in Beyond the BookAction• CEO James Griffith has worked hard to position Timken,the maker of specialty steel industrial parts, to weathereconomic hard times.• Before the recession, Griffith reduced Timken’sdependence on the Detroit automakers from 40% ofrevenue to 20%.• Timken is branching into industries with high cost of partfailure, like aerospace, windmills, and offshore pipelines.• Griffith has reduced his workforce by 20% for addedflexibility.Source: S. Baker, “Timken Plots a Rust Belt Resurgence”, Business Week, 26 October 2009. 58. 13 Copyright ©2011 by Cengage Learning. All rights reserved
  • 14. Middle Managers • Plant Manager • Regional Manager • Divisional Manager3.2 3 14 Copyright ©2011 Cengage Learning. All rights reserved
  • 15. Responsibilities of Middle Managers Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Implement changes or strategies generated by top managers3.2 15 Copyright ©2011 by Cengage Learning. All rights reserved
  • 16. Middle Managers in Beyond the BookAction• Ford’s chief diesel engineer, Adam Gryglak, was chargedwith producing a new diesel engine in 36 months.• Gryglak handpicked his team of engineers from differentareas of the company.• Gryglak saved time in decision making by having histeam work offsite away from the Ford hierarchy. He alsoallowed parts suppliers to work more independently.•Ford released their new Super Duty pickup on time, withthe new engine, in September 2009.Source: D. Kiley, “Putting Ford on Fast-Forward”, Business Week, 26 October 2009. 56-57. 16 Copyright ©2011 by Cengage Learning. All rights reserved
  • 17. First-Line Managers • Office Manager • Shift Supervisor • Department Manager3.3 3 17 Copyright ©2011 Cengage Learning. All rights reserved
  • 18. Responsibilities of First-Line Managers Manage the performance of entry-level employees Encourage, monitor, and reward the performance of workers Teach entry-level employees how to do their jobs Make detailed schedules and operating plans3.3 18 Copyright ©2011 by Cengage Learning. All rights reserved
  • 19. Responsibilities of Team Leaders Facilitate team performance Facilitate internal team relationships Manage external relations3.4 19 Copyright ©2011 by Cengage Learning. All rights reserved
  • 20. Mintzberg’s Managerial Roles Interpersonal Informational Decisional Figurehead Monitor Entrepreneur Leader Disseminator Disturbance Handler Liaison Spokesperson Resource Allocator Negotiator4 H. Mintzberg, “The Manager’s Job: Folklore and Fact,” Harvard Business Review (July-August 1975). 20 Copyright ©2011 by Cengage Learning. All rights reserved
  • 21. Managerial Roles Interpersonal Roles Figurehead Managers perform ceremonial duties Leader Managers motivate and encourage workers to accomplish objectives Liaison Managers deal with people outside their units4.1 21 Copyright ©2011 by Cengage Learning. All rights reserved
  • 22. Managerial Roles Informational Roles Managers scan their environment Monitor for information Managers share information Disseminator with others in their company Managers share information Spokesperson with others outside their4.2 departments or companies 22 Copyright ©2011 by Cengage Learning. All rights reserved
  • 23. Managerial Roles Decisional Roles Managers adapt to incremental change Entrepreneur Managers respond to problems that Disturbance demand immediate action Handler Managers decide who gets Resource what resources Allocator Managers negotiate schedules, Negotiator projects, goals, outcomes, resources, and raises4.3 23 Copyright ©2011 by Cengage Learning. All rights reserved
  • 24. What Does It Take to Be a Manager? After reading the next three sections, you should be able to: 5. explain what companies look for in managers. 6. discuss the top mistakes that managers make in their jobs. 7. describe the transition that employees go through when they are promoted to management. 24Copyright ©2011 by Cengage Learning. All rights reserved
  • 25. What Companies Look for in Managers Technical Skills Human Skills Conceptual Skills Motivation to Manage5 25 Copyright ©2011 by Cengage Learning. All rights reserved
  • 26. Management Skills Skills are more or less important at different levels of management:5 26 Copyright ©2011 by Cengage Learning. All rights reserved
  • 27. Mistakes Managers Make 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust© Don Farrall/Photodisc/Getty Images 4. Overly ambitious 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor 6 Adapted from McCall and Lombardo, “What Makes a Top Executive?,” Psychology Today, Feb 1983. 27 Copyright ©2011 by Cengage Learning. All rights reserved
  • 28. Transition to Management (The First Year) Managers’ After Six Months After a Year Initial Expectations As a Manager As a Manager  Be the boss  Initial expecta-  No longer “doer” tions were wrong  Formal authority  Communication,  Fast pace listening, positive  Manage tasks reinforcement  Heavy workload  Job is not  Learning to adapt managing people  Job is to be problem-solver and control stress and troubleshooter  Job is people development7 28 Copyright ©2011 by Cengage Learning. All rights reserved
  • 29. Beyond the BookBoss ≠ Bossy• Carol Smith, CEO Elle Group, tells the following storyabout how managers need to win over their employees: “In sixth grade, I was head of the project to create a mural for the graduating class to hang in the auditorium. That’s a big deal. I got a clipboard, I remember, and then I had all this power and I started bossing everyone around. And within days it was apparent that I was going to have a mutiny on my hands, and I was fired from the mural.”Source: C. Smith, “Corner Office: No Doubt: Women are Better Managers”, interview by A. Bryant, The New York Times, 25 July 2009.http://www.nytimes.com/2009/07/26/business/26corner.html (accessed 10/23/2009). 29 Copyright ©2011 by Cengage Learning. All rights reserved
  • 30. Why Management Matters After reading this section, you should be able to: 8. explain how and why companies can create competitive advantage through people. 30Copyright ©2011 by Cengage Learning. All rights reserved
  • 31. Competitive Advantage through People Management Practices in Top Performing Companies 1. Employment Security 2. Selective Hiring 3. Self-Managed Teams and Decentralization 4. High Wages Contingent on Org. Performance 5. Training and Skill Development 6. Reduction of Status Differences 7. Sharing Information8 31 Copyright ©2011 by Cengage Learning. All rights reserved
  • 32. Competitive Advantage through People Competitive Advantages of Well-Managed Companies Sales revenues Profits Customer satisfaction Stock market returns8 32 Copyright ©2011 by Cengage Learning. All rights reserved