Chapter 1

Management
1
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.

LEARNING OUTCOMES
2MGMT10 | CH1
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
1. Describe what management is
2. Explain the four functions of management
3. Describe different kinds of managers
4. Explain the major roles and subroles that
managers perform in their jobs
5. Explain what companies look for in
managers

3MGMT10 | CH1
LEARNING OUTCOMES (continued)
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
8. Explain how and why companies can create
competitive advantage through people

4
accessible website, in whole or in part. MGMT10 | CH1
Management
• Getting work done through others
• Responsibilities involve concerns regarding:
• Efficiency: Getting work done with minimum
effort, expense, or waste
• Effectiveness: Accomplishing tasks that help
fulfil organizational objectives
• Key to an organization’s success
LO1

5
Functions of Management
• Determining organizational goals and a means for achieving them
Planning
• Deciding where decisions will be made, who will do what jobs and
tasks, and who will work for whom
Organizing
• Inspiring and motivating workers to work hard to achieve
organizational goals
Leading
• Monitoring progress toward goal achievement and taking
corrective action when needed
Controlling
LO 2

6MGMT10 | CH1
Exhibit
1.2 What the Four Kinds of Managers
Do
LO 3

7
Top Managers
• Executives responsible for the overall
direction of the organization
• Responsible for creating:
• Context for change
• Employee buy-in
• Positive organizational culture via language and
action
LO 3

8
Responsibilities of Middle Managers
Setting objectives consistent with top management’s goals
Planning and allocating resources to meet objectives
Coordinating and linking divisions within a firm
Monitoring and managing performance of subunits and
managers
Implementing strategies developed by top managers
LO 3

9
First-Line Managers
• Tasked with managing performance of
entry-level employees
• Responsibilities include:
• Monitoring
• Teaching
• Short-term planning
LO 3

10
Team Leaders
• Responsible for facilitating team activities
toward goal accomplishment
• Help team members:
• Plan and schedule work
• Learn problem-solving methods
• Work effectively with each other
• Foster internal and external relationships
LO 3

11
Managerial Role - Interpersonal Roles
• Managers perform ceremonial duties
Figurehead role
• Managers motivate and encourage workers to
accomplish organizational objectives
Leader role
• Managers deal with people outside their units
Liaison role
LO 4

12
Managerial Role - Informational Roles
• Managers scan their environment for information
Monitor role
• Managers share collected information with their
subordinates and others in the company
Disseminator role
• Managers share information with people outside
their departments or companies
Spokesperson role
LO 4

13
Managerial Role - Decisional Roles
• Managers adapt themselves, their subordinates, and their units
to change
Entrepreneur role
• Managers respond to pressures and problems that demand
immediate attention and action
Disturbance handler role
• Managers decide who gets what resources and in what amounts
Resource allocator role
• Managers negotiate schedules, projects, resources, goals,
outcomes, and employee raises
Negotiator role
LO 4

14
Managerial Skills
• Technical skills: Specialized procedures,
techniques, and knowledge required to get
the job done
• Essential for team leaders and low-level
managers
• Human skills: Ability to work well with
others
• Essential at all levels of management
LO 5

15
Managerial Skills (continued)
• Conceptual skills
• Ability to:
- See the organization as a whole
- Understand how the different parts affect
each other
- Recognize how the company fits into or is
affected by its environment
• Motivation to manage
• Assessment of how enthusiastic employees are
about managing the work of others
LO 5

16MGMT10 | CH1
Exhibit
1.5 Top Ten Mistakes Managers Make
LO 6

17MGMT10 | CH1
Exhibit
1.6 Stages in the Transition to
Management
LO 7

18MGMT10 | CH1
Exhibit
1.7 Competitive Advantage through
People: Management Practices
LO 8

19
Competitive Advantage through People
• Helps develop workforces that are smarter,
better trained, more motivated, and more
committed than those of the competitors’
• Produces substantial advantages in:
• Sales revenues
• Profits
• Stock market returns
• Customer satisfaction
LO 8

KEY TERMS
20MGMT10 | CH1
• Management
• Efficiency
• Effectiveness
• Planning
• Organizing
• Leading
• Controlling
• Top managers
• Middle managers
• First-line managers
• Team leaders
• Figurehead role
• Leader role
• Liaison role
• Monitor role
• Disseminator role
• Spokesperson role
• Entrepreneur role
• Disturbance handler
role

KEY TERMS
21MGMT10 | CH1
• Resource allocator
role
• Negotiator role
• Technical skills
• Human skills
• Conceptual skills
• Motivation to manage

SUMMARY
22MGMT10 | CH1
• Functions of management include planning,
organizing, controlling, and leading
• Kinds of managers
• Top managers, middle managers, first-line
managers, and team leaders
• Managers play interpersonal, informational,
and decisional roles
• Technical, human, and conceptual skills are
essential for managers

23

Chapter 1

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Chapter 1