This document provides an overview of management concepts including: - The four main functions of management are planning, organizing, leading, and controlling. - Managers at different levels include first-line managers, middle managers, and top managers. - Managerial roles involve decisional, informational, and interpersonal tasks. Conceptual, human, and technical skills help managers perform these roles. - Building a competitive advantage allows organizations to outperform others by increasing efficiency, quality, flexibility, and customer responsiveness.

1. The Management Process Today
Chapter
1
What is Management?
The planning, organizing, leading, & controlling of human &
other resources to achieve orgl goals effectively & efficiently.
Organizations
Collections of people who work together & coordinate their
actions to achieve a wide variety of goals.
Managers
Managers – Supervise use of an organization’s resources to

2. meet its goalsResources - people, skills, know-how, machinery,
raw materials, computers & IT,
& financial capital
Organizational Performance
A measure of how efficiently & effectively mgrs are using
organizational resources to satisfy customers & achieve goals
Figure 1.1
Figure 1.1 – pg. 6
Why study management?Well-being of peopleAlmost all of us
encounter managers Obtain a satisfying career

3. Four Functions of Management
Figure 1.2
Planning
Process of identifying & selecting
appropriate goals & courses of action.Deciding which goals to
pursueDeciding what courses of action to adoptDeciding how to
allocate resources
Organizing
Process of establishing a structure of working relationships in a
way that allows orgl members to interact & cooperate to achieve
orgl goals.Organizational Structure – reporting relationships
Leading
Articulating a clear vision to follow, & energizing & enabling
orgl members so they understand the part they play in attaining
orgl goals.

4. ControllingEvaluating how well an org. is achieving its goals &
taking action to maintain or improve performance.Outcome of
control process is ability to measure performance accurately &
regulate efficiency & effectiveness.
Is Management Career in Large Organization Right for You?I
dislike following somebody else’s orders.I dislike having to
compete against others with whom I work.It is important for me
to be liked by the people with whom I work.I prefer to act in
customary ways; to blend in with the crowd.It is important for
me to do things better or more efficiently than they’ve ever
been done before.I like to assert myself & take charge.I enjoy
giving directions to others.It doesn’t bother me to do routine
tasks.
1-Strongly Disagree 2-Disagree 3-Undecided 4-Agree 5-
Strongly Agree
Self-Assessment Exercise
Question?
What is a group of people who work together and possess
similar skills or use the same

5. knowledge, tools, or techniques?
A. Organization
B. Department
C. Team
D. Presentation Group
Types of Managers
First line managers - Responsible for the daily supervision of
non-managerial employees.
Middle managers - Supervise first-line managers. Are
responsible to find the best way to use resources to achieve
goals.
Top managers - Responsible for performance of all depts. &
have cross-departmental responsibility. Establish orgl goals,
decide how different depts should interact & monitor middle
mgrs.
Types of Managers
Top Managers
Middle Managers

6. First-Line Managers
Executives
Managers or Directors
SupervisorsPresidentVice PresidentCFOProduction
ManagerSales ManagerHR ManagerProduction
SupervisorRegional Sales MangerChief Bookkeeper
Organizational
Level
Position
Functional
Title
Relative Amount of Time That Managers Spend on the Four
Managerial Functions
Figure 1.4
Discussion Question
What type of manager is Rick Wagoner, Jr. of GM? What
impact do his decisions have on the company?
Little impact
Great Impact
Depends on the decision
Average impact

7. Restructuring
Involves use of IT to downsize an org. by eliminating the jobs
of large numbers of top, middle, or first-line managers & non-
managerial employees.
OutsourcingContracting with another company, usually in a low
cost country abroad, to perform an activity the company
previously performed itself.Promotes efficiency by reducing
costs & allowing an org. to make better use of its remaining
resources.
Empowerment & Self-Managed Teams
Empowerment - Expanding employees’ knowledge, tasks, and
responsibilities by using powerful new software programs.
Self-Managed Teams - Groups of employees with the
responsibility for supervising their own activities & for
monitoring quality of goods & services they provide.

8. Managerial Roles and Skills
Managerial role - set of specific tasks that a person is expected
to perform because of position he/she holds in org.
Henry Mintzberg reduced thousands of tasks performed by
mgrs. to 10 roles grouped into 3 broad categories:
Decisional Roles
Roles associated w/ methods mgrs use in planning strategy &
utilizing resources.Entrepreneur—deciding which new projects
or programs to initiate & to invest resources in. Disturbance
handler—managing an unexpected event or crisis.Resource
allocator—assigning resources b/w functions & divisions,
setting budgets of lower mgrs.Negotiator—reaching agreements
b/w other mgrs, unions, customers, or shareholders.
Informational Roles
Roles associated w/ tasks needed to obtain & transmit info. in
process of managing the org.Monitor—analyzing info. from
both internal & external environment.Disseminator—
transmitting info. to influence attitudes & behavior of
employees.Spokesperson—using info. to positively influence

9. the way people in & out of org. respond to it.
Interpersonal Roles
Roles that mgrs assume to provide direction & supervision to
both employees & org. as a whole.Figurehead—symbolizing the
org’s mission & what it is seeking to achieve.Leader—training,
counseling, & mentoring high employee performance.Liaison—
linking & coordinating the activities of people & groups both
inside & outside the org.
Managerial SkillsConceptual skillsAbility to analyze &
diagnose a situation & distinguish b/w cause & effect.Human
skillsAbility to understand, alter, lead, & control the behavior
of other individuals & groups.Technical skillsSpecific
knowledge & techniques required to perform an orgl role.
MANAGEMENT INSIGHT: Steve Jobs Transforms Apple
ComputerIn 1976, Steve Jobs & Steve Wozniak invested $1350
to build a computer circuit board – Apple II PCIn 1985, Apple’s
sales almost $2 billion.Jobs forced out of co.In 1997, Jobs again
becomes CEO of Apple.

10. Question?
What is the specific set of abilities that allows one
manager to perform at a higher level than another manager?
A. Skill-sets
B. SKAs
C. Competencies
D. Skill traits
Challenges for Management in
a Global EnvironmentRise of Global Organizations.Building a
Competitive AdvantageMaintaining Ethical and Socially
Responsible StandardsManaging a Diverse WorkforceUtilizing
IT and E-commerce

11. Competitive Advantage
Ability of one org. to outperform other orgs. b/c it produces
desired goods or services more efficiently & effectively than
they do.Increasing EfficiencyIncreasing QualityIncreasing
Speed, Flexibility, & InnovationIncreasing Responsiveness to
Customers
Building Blocks of Competitive Advantage
Figure 1.5