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1. Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
The
Management
Process Today
Chapter One

2. 1-2
What is Management?
Management
 The planning, organizing, leading, and
controlling of human and other resources
to achieve organizational goals effectively
and efficiently

3. 1-3
What is Management?
Organizations
 Collections of people
who work together
and coordinate their
actions to achieve a
wide variety of goals

4. 1-4
What is Management?
Managers
 The people responsible for supervising the use of
an organization’s resources to meet its goals
 Resources include people, skills, know-how,
machinery, raw materials, computers and IT,
and financial capital

5. 1-5
Achieving High Performance
Organizational Performance
 A measure of how efficiently and effectively
managers use organizational resources to satisfy
customers and achieve organizational goals

6. 1-6
Four Tasks of Management
Figure 1.2

7. 1-7
Planning
Planning
 Process of
identifying and
selecting
appropriate goals
and courses of
action

8. 1-8
Steps in the Planning Process
1. Deciding which goals to pursue
2. Deciding what strategies to adopt to attain
those goals
3. Deciding how to allocate organizational
resources

9. 1-9
Planning
Strategy
 cluster of decisions about what goals to pursue,
what actions to take, and how to use resources to
achieve goals

10. 1-10
Organizing
Organizing
 Structuring working relationships in a way that
allows organizational members to work together
to achieve organizational goals

11. 1-11
Organizing
Organizational Structure
 A formal system of task and reporting
relationships that coordinates and motivates
organizational members so that they work
together to achieve organizational goals

12. 1-12
Leading
Leading
 Articulating a clear vision and energizing and
enabling organizational members so they
understand the part they play in attaining
organizational goals

13. 1-13
Controlling
Controlling
 Evaluating how well an organization is achieving
its goals and taking action to maintain or improve
performance
The outcome of the control process is the ability
to measure performance accurately and regulate
efficiency and effectiveness

14. 1-14
Levels and Skills of Managers
Department
 A group of people who work together and
possess similar skills or use the same knowledge,
tools, or techniques to perform their jobs

15. 1-15
Levels of Management
First line managers
 Responsible for the daily supervision of non-
managerial employees
Middle managers
 Supervise first-line managers and are responsible
for finding the best way to use resources to
achieve organizational goals

16. 1-16
Levels of Management
Top managers
 establish organizational goals, decide how
departments should interact, and monitor the
performance of middle managers

17. 1-17
Levels of Managers
Figure 1.3

18. 1-18
Relative Amount of Time That Managers Spend
on the Four Managerial Tasks
Figure 1.4

19. 1-19
Managerial Skills
Conceptual skills
 The ability to analyze and diagnose a situation and
distinguish between cause and effect.
Human skills
 The ability to understand, alter, lead, and control
the behavior of other individuals and groups.
Technical skills
 The job-specific knowledge and techniques required
to perform an organizational role.

20. 1-20
Technical Skills
Core competency
 Specific set of skills, abilities, and experiences that
allows one organization to outperform its
competitors

21. 1-21
Challenges for Management in
a Global Environment
Rise of Global Organizations.
Building a Competitive Advantage
Maintaining Ethical and Socially Responsible Standards
Managing a Diverse Workforce
Utilizing IT and E-Commerce

22. 1-22
Building Competitive Advantage
Competitive advantage
 Ability of one organization to outperform other
organizations because it produces desired goods
or services more efficiently and effectively than
they do

23. 1-23
Building Blocks of Competitive
Advantage
Figure 1.6