The document defines management as attaining organizational goals efficiently and effectively through planning, organizing, leading, and controlling resources. It discusses challenges modern organizations face like technology changes, new business models, and economic shifts. The new leader must engage employees, promote collaboration, and see change as normal. Management involves inputs from the environment, planning, organizing, leading, controlling to achieve goals efficiently and effectively. Managers need technical, human, and conceptual skills that come from education, experience, and developing basic skills over time and positions.

1. Definition of Management
The attainment of organizational goals
in an effective and efficient manner
through:
Planning
Organizing
Leading
Controlling organizational resources

2. Today’s Organization
and Their Challenges
Technology
New business models
Strive to remain competitive in the global
arena
Deal with uncertain environments
Cutbacks
Massive worldwide economic, political, and
social shifts

3. Revolution in Management,
the New Leader
Ask to do more with less
To engage whole employees
To see change rather than stability as the
nature of things
Create vision and cultural values promoting
a collaborative workplace

4. Two Key Ideas in Defining
Management
 The four functions
• Planning
• Organizing
• Leading
• Controlling
 Attainment of organizational goals
in an effective & efficient manner
CISCO

5. Management in Organizations
Inputs from the environment
• Human resources
• Financial resources
• Physical resources
• Information resources
Planning
and decision
making
Leading
Organizing
Controlling
Goals attained
• Efficiently
• Effectively
Figure 1.1

6. The Management Process
Organizing
Determining how
best to group
activities and
resources
Controlling
Monitoring
and correcting
ongoing activities
to facilitate goal
attainment
Planning and
Decision Making
Setting the organiza-
tion’s goals and
deciding how best
to achieve them
Leading
Motivating members
of the organization
to work in the best
interests of the
organization

7. Terms for Understanding
Organizational Performance
• Organization…social entity that is goal directed
and deliberately structured
• Goal directed…designed to achieve some
outcome
• Deliberately structured…tasks are divided and
responsibility for their performance is assigned
• Effectiveness…degree to which goals are
achieved
• Efficiency…use of minimal resources to produce
the desired volume of output

8. Management Functions
Planning
Leading
Resources
Controlling Organizing
Performance
•Human
•Financial
•Raw Materials
•Technological
•Information
•Attain goals
•Products
•Services
•Efficiency
•Effectiveness
Use influence to motivate
employees
Select goals and
ways to attain them
Assign responsibility for
task accomplishment
Monitor activities and
make corrections

9. Management Skills
Technical SkillsHuman SkillsConceptual Skills
Management Level
Top Managers
Middle Managers
First-Line Managers
Non-managers (Personnel)

10. Sources of Management Skills
Sound educational
base; continued
life-long educational
experiences
Successful
acquisition and
utilization of basic
management skills
Initial job experiences;
continued experiences
through a variety of
job assignments
Figure 1.4

11. Kinds of Managers by Level and Area
M
arketing
Adm
inistration
O
ther
H
um
an
resources
O
perations
FinanceMiddle managers
Areas of Management
Levels of Management
First-line managers
Top managers
Figure 1.3

12. A Look at Managerial Activity
• Provides for variety
• Is fragmented
• Represented by brevity
• Performs a great deal of work
quickly

13. Ten Basic Managerial Roles
Category Role Sample Activities
Interpersonal Figurehead Attending ribbon-cutting ceremony for new plant
Leader Encouraging employees to improve productivity
Liaison Coordinating activities of two projects
Informational Monitor Scanning industry reports to stay abreast of
developments
Disseminator Sending memos outlining new organizational
initiatives
Spokesperson Making a speech to discuss growth plans
Decisional Entrepreneur Developing new ideas for innovation
Disturbance
handler
Resolving conflict between two subordinates
Resource allocator Reviewing and revising budget requests
Negotiator Reaching agreement with a key supplier or labor
union
Table 1.2

14. Today’s Managers
• Embrace ambiguity
• Create organizations that are:
– Fast
– Flexible
– Adaptable
– Relationship-oriented
• Focus on:
– Leadership
– Staying connected to employees and customers
– Team building
– Developing a learning organization