The document discusses the key concepts in management. It defines management as planning, organizing, leading, and controlling resources to achieve organizational goals. Managers at different levels focus on different tasks, with top managers establishing goals, middle managers overseeing departments, and first-line managers supervising employees. Recent changes in management practices include restructuring, outsourcing, empowering employees, and using technology. Managers now face challenges such as globalization, building competitive advantages, and utilizing information systems.

1. THE MANAGEMENT PROCESS TODAY
Chapter One

2. Learning Objectives
LO1-1 Describe what management is, why management is
important, what managers do, and how managers
utilize organizational resources efficiently and
effectively to achieve organizational goals
LO1-2 Distinguish among planning, organizing, leading,
and controlling (the four principal managerial tasks),
and explain how managers’ ability to handle each
one can affect organizational performance
LO1-3 Differentiate among three levels of management,
and understand the tasks and responsibilities of
managers at different levels in the organizational
hierarchy
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3. Learning Objectives
LO1-4 Distinguish among three kinds of managerial skill,
and explain why managers are divided into different
departments to perform their tasks more efficiently
and effectively
LO1-5 Discuss some major changes in management
practices today that have occurred as a result of
globalization and the use of advanced information
technology (IT)
LO1-6 Discuss the principal challenges managers face in
today’s increasingly competitive global environment
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4. What is Management?
Management
−The planning, organizing, leading, and
controlling of human and other
resources to achieve organizational goals
effectively and efficiently
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5. What is Management?
Organizations
•Collections of people who work together and coordinate
their actions to achieve a wide variety of goals
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6. 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, experience, machinery, raw
materials, computers and IT, financial capital, patents, loyal customers
and employees
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7. Achieving High Performance
Organizational Performance
• A measure of how efficiently and effectively managers use available
resources to satisfy customers and achieve organizational goals
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8. Efficiency, Effectiveness, and
Performance in an Organization
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Figure 1.1

9. Organizational Performance
Efficiency
• A measure of how productively
resources are used to achieve a goal
Effectiveness
• A measure of the appropriateness of
the goals that managers have selected
for the organization to pursue and the
degree to which the organization
achieves those goals.
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10. Why Study Management?
Individuals learn to understand the dynamic and complex nature of
work, respond to environmental contingencies, and make decisions
that are ethical and effective for an organization
Understanding management helps the manager’s employer to
succeed
The economic benefits of becoming a good manager are
impressive
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reproduction or distribution without the prior written consent of
McGraw-Hill Education.
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Hill Education.

11. Four Tasks of Management
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Figure 1.2

12. Planning
Planning
•Process of identifying and selecting appropriate
goals and courses of action
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13. 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 to pursue
strategies that attain those goals
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14. Planning
Strategy
• Cluster of decisions about what goals to pursue, what actions to take,
and how to use resources to achieve goals
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15. Organizing
Organizing
• Structuring working relationships in a way that allows organizational
members to work together to achieve organizational goals
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16. 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
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17. Leading
Leading
• Articulating a clear vision and energizing and enabling organizational
members so they understand the part they play in achieving
organizational goals
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18. 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
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19. Question?
What is a group of people who work together and possess similar
skills or use the same
knowledge, tools, or techniques?
A. Organization
B. Department
C. Team
D. Presentation Group
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20. 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
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21. 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
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22. Levels of Management
Top Managers
• establish organizational goals, decide how departments should interact,
and monitor the performance of middle managers
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© Mark Peterson/Redux Pictures NYC

23. Levels of Managers
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Figure 1.3

24. Relative Amount of Time That Managers
Spend on the Four Managerial Tasks
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Figure 1.4

25. Levels of Managers
Top ManagementTeam
• A group composed of the CEO, the COO, and the vice presidents of the
most important departments of a company.
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26. Question?
Which management skill is the ability to understand, alter, lead, and
control the behavior of other individuals and groups?
A. Conceptual
B. Human
C. Technical
D. Technological
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27. 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.
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28. 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
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29. Technical Skills
Core Competency
• Specific set of departmental skills, abilities, and experiences that allows
one organization to outperform its competitors
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30. Types and Levels of Managers
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Figure 1.5

31. Recent Changes in
Management Practices
Restructuring
• Downsizing an organization by eliminating the jobs of large numbers of
top, middle, or first-line managers and non-managerial employees
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32. Recent Changes in
Management Practices
Outsourcing
• Contracting with another company, usually abroad, to have it perform
an activity the organization previously performed itself
Increases efficiency because it lowers
operating costs, freeing up money and
resources that can be used in more effective
ways
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33. Empowerment and
Self-Managed Teams
Empowerment
• Expansion of employees’ knowledge, tasks, and decision-making responsibilities
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34. Empowerment and
Self-Managed Teams
Self-ManagedTeam
• A group of employees who assume responsibility for organizing,
controlling, and supervising their own activities and monitoring the
quality of the goods and services they provide.
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35. Challenges for Management in
a Global Environment
Rise of Global Organizations.
Building a CompetitiveAdvantage
Maintaining Ethical and Socially Responsible Standards
Managing a Diverse Workforce
Utilizing IT and E-Commerce
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36. Challenges for Management in
a Global Environment
Global Organizations
• Organizations that operate and compete in more than one country
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37. 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
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38. Building Blocks of Competitive Advantage
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Figure 1.6

39. Building a Competitive Advantage
Innovation
• Process of creating new or improved goods and services or developing
better ways to produce or provide them
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40. Building a Competitive Advantage
Turnaround Management
• The creation of a new vision for a struggling company based on a new
approach to planning and organizing to make better use of a company’s
resources and allow it to survive and prosper
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41. Maintaining Ethical and Socially
Responsible Standards
Pressure for a manager to increase organizational performance
exists at all levels
Social responsibility centers on deciding what if any obligations a
company has towards the people and groups affected by its
activities
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42. Managing a Diverse Workforce
The challenge for manager is to recognize the ethical need and legal
requirement to treat human resources in a fair and equitable manner.
Human resources (HRM) procedures and practices that are legal and fair
must be put into place.
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43. Managing a Diverse Workforce
✧Diverse human resources can be a competitive advantage
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© India Today Group/Getty Images

44. Utilizing IT and E-Commerce
Utilizing new information technology (IT) in an efficient and
effective manner is an important challenge to managers.
IT has enabled individual employees and self-managed teams by
providing them with more information and allowing for virtual
interactions.
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45. Utilizing IT and E-Commerce
IT superiority is a potential competitive advantage
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© David Goldman/AP Images

46. Be the Manager
✧What kinds of organizing and controlling problems is Achieva
suffering from? [LO 1-2]
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47. Topics for Discussion
Describe the difference between efficiency and effectiveness, and
identify real organizations that you think are, or are not, efficient
and effective. [LO 1-1]
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48. Topics for Discussion
In what ways can managers at each of the three levels of
management contribute to organizational efficiency and
effectiveness? [LO 1-3]
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49. Topics for Discussion
Identify an organization that you believe is high performing and
one you believe is low performing. Give five reasons why you think
the performance levels of the two organizations differ so much.
[LO 1-2,1-4]
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50. Topics for Discussion
What are the building blocks of competitive advantage?Why is
obtaining a competitive advantage an important to managers? [LO
1-5]
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51. Topics for Discussion
In what ways do you think managers’ jobs have changed the most
over the last 10 years?Why have these changes occurred? [LO 1-6]
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