Chapter 1 Managers & Managing What is Management?Supervise the use of organizational resources to achieve organizational performance.Organizational ResourcesHuman ResourcesAssetsMachineryCash, etc. Organizational PerformanceEfficiency – how productively resources are used to achieve a goal.Minimizing the amount of inputs needed to create a good or service.EffectivenessAppropriateness of goals selected for the org.Degree to which the goals are achieved. Figure 1.1 Why Study Management?Being effective and efficient is importantPersonally & ProfessionallyManagerial skills help non-managers interact with:ManagersCo-workers / Team members Many career paths result in management positions. Four Management FunctionsPlanningOrganizing LeadingControlling PlanningDeciding which goals to pursueDeciding what courses of action to employ in order to achieve those goalsDeciding how to allocate resources to attain those goalsOutcome: StrategyLow cost vs. DifferentiationPlanning impacts organizational performance OrganizingEstablishing a structure of working relationshipsCreating rules for how people will interact as they attempt to accomplish goalsAuthority and Responsibility are assignedOutcome: Organizational StructureHierarchy, departments, etc. LeadingCommunicate a vision to employeesMotivate employeesEnable employeesEncourage employees to perform at a high levelOutcome: Motivation & Commitment ControllingEvaluate the organization’s performanceCollect information on relevant factorsCreate control systems to keep critical processes in check. Types of ManagersFirst-line managers (supervisors)Supervise non-managersMiddle managersSupervise first-line managersRelay information between first-line & topTop ManagersEstablish organizational goalsResponsible for org. performance Relative Amount of Time That Managers Spend on the Four Managerial Functions Current Trends in HierarchiesRestructuringEliminating jobsSurvivor syndromeOutsourcingContract with another company to perform certain tasks Current Trends in HierarchiesEmpowermentIncrease employee’s knowledge & responsibilitiesSelf-Managed TeamsGroup of employees are responsible for supervising themselves Mintzberg’s Managerial RolesDecision RolesInformational RolesInterpersonal Roles Mintzberg’s Decision RolesEntrepreneur – deciding which projects to do / how to grow the business.Disturbance Handler – manage the unexpectedResource Allocator – allocate org. resources Negotiator – Get resources from internal & external sources Mintzberg’s Informational RolesMonitor – evaluate performanceDisseminator – communicate with employeesSpokesperson – promote the organization Mintzberg’s Interpersonal RolesFigurehead – Symbolize the organizationLeader – provide an example for employees & give commandsLiaison – coordinate across departments / establish alliances Competitive AdvantageThe ability of an organization to outperform its competitorsIncreased EfficiencyIncrea ...

1. Chapter 1
Managers & Managing
What is Management?Supervise the use of organizational
resources to achieve organizational performance.Organizational
ResourcesHuman ResourcesAssetsMachineryCash, etc.
Organizational PerformanceEfficiency – how productively
resources are used to achieve a goal.Minimizing the amount of
inputs needed to create a good or
service.EffectivenessAppropriateness of goals selected for the
org.Degree to which the goals are achieved.
Figure 1.1
Why Study Management?Being effective and efficient is
importantPersonally & ProfessionallyManagerial skills help
non-managers interact with:ManagersCo-workers / Team
members Many career paths result in management positions.

2. Four Management FunctionsPlanningOrganizing
LeadingControlling
PlanningDeciding which goals to pursueDeciding what courses
of action to employ in order to achieve those goalsDeciding how
to allocate resources to attain those goalsOutcome: StrategyLow
cost vs. DifferentiationPlanning impacts organizational
performance
OrganizingEstablishing a structure of working
relationshipsCreating rules for how people will interact as they
attempt to accomplish goalsAuthority and Responsibility are
assignedOutcome: Organizational StructureHierarchy,
departments, etc.
LeadingCommunicate a vision to employeesMotivate
employeesEnable employeesEncourage employees to perform at
a high levelOutcome: Motivation & Commitment
ControllingEvaluate the organization’s performanceCollect
information on relevant factorsCreate control systems to keep
critical processes in check.

3. Types of ManagersFirst-line managers (supervisors)Supervise
non-managersMiddle managersSupervise first-line
managersRelay information between first-line & topTop
ManagersEstablish organizational goalsResponsible for org.
performance
Relative Amount of Time That Managers Spend on the Four
Managerial Functions
Current Trends in HierarchiesRestructuringEliminating
jobsSurvivor syndromeOutsourcingContract with another
company to perform certain tasks
Current Trends in HierarchiesEmpowermentIncrease employee’s
knowledge & responsibilitiesSelf-Managed TeamsGroup of
employees are responsible for supervising themselves
Mintzberg’s Managerial RolesDecision RolesInformational
RolesInterpersonal Roles
Mintzberg’s Decision RolesEntrepreneur – deciding which
projects to do / how to grow the business.Disturbance Handler –
manage the unexpectedResource Allocator – allocate org.
resources Negotiator – Get resources from internal & external
sources

4. Mintzberg’s Informational RolesMonitor – evaluate
performanceDisseminator – communicate with
employeesSpokesperson – promote the organization
Mintzberg’s Interpersonal RolesFigurehead – Symbolize the
organizationLeader – provide an example for employees & give
commandsLiaison – coordinate across departments / establish
alliances
Competitive AdvantageThe ability of an organization to
outperform its competitorsIncreased EfficiencyIncreased
QualityIncreased Speed, Flexibility, & InnovationIncreased
Responsiveness to Customers