1. Why Study Management?
Why Study 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 are being
trained to perform management
functions.
2. Why Study Management? (cont’d)
Why Study 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.
3. What Is a Manager’s Responsibility?
What Is a Manager’s Responsibility?
• Manager
– The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources.
• The Manager’s Resources
– Human, financial, physical, and informational
• Performance
– Means of evaluating how effectively and
efficiently managers use resources to achieve
objectives.
4. What Does It Take to Be a Successful Manager?
What Does It Take to Be a Successful Manager?
• Management Qualities
– Integrity, industriousness, and the
ability to get along with people
• Management Skills
– Technical
– Human and communication
– Conceptual and decision-making
skills
• The Ghiselli Study
– Initiative, self-assurance,
decisiveness, intelligence, need
for occupational achievement, and
supervisory ability
5. What Do Managers Do?
What Do Managers Do?
• Management Functions
– Planning
• Setting objectives and determining in advance
exactly how the objectives will be met.
– Organizing
• Delegating and coordinating tasks
and allocating resources to achieve
objectives.
– Leading
• Influencing employees to work
toward achieving objectives.
– Controlling
• Establishing and implementing mechanisms to
ensure that objectives are achieved.
6. The Systems Relationship among the Management Functions
The Systems Relationship among the Management Functions
Planning
Controlling Organizing
Leading
7. Management Roles
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
8. Ten Roles Managers Play
Ten Roles Managers Play
Managers play various roles as necessary while performing their
management functions so as to achieve organizational objectives.
Exhibit 1–4
9. Differences Among Managers
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
– Nonmanagement operative employees
• Workers in the organization who are supervised by first-
line managers.
10. Management Levels and Functional Areas
Management Levels and Functional Areas
Exhibit 1–5
11. Types of Managers
Types of Managers
• General Managers
– Supervise the activities of several departments.
• Functional Managers
– Supervise the activities of related tasks.
– Common functional areas:
• Marketing
• Operations/production
• Finance/accounting
• Human resources/personnel management
• Project Managers
– Coordinate employees across several functional
departments to accomplish a specific task.
12. New Workplace Issues and Challenges
New Workplace Issues and Challenges
Technology and Speed
Networking and
Globalization
Boundaryless
Relationships and Diversity
Ethics and Knowledge,
Social Learning,
Responsibility Quality, and
Continuous
Improvement
Participative
Management, Knowledge
Empowerment, Management
and Teams
Change, Creativity, Innovation,
and Entrepreneurship
13. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• 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.
15. New Workplace Issues and Challenges (cont’d)
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.
• Knowledge workers
• The learning organization
• Knowledge Management
– Involves everyone in an organization in sharing
knowledge and applying it to continuously
improve products and processes.
16. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• 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.
– 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.
17. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• 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
– Situational responses
18. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• Networking and Boundaryless Relationships
– Electronic networks
– Relationship networks
– Virtual integration
