lecture1.management.MBA Class semester 1

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Course Outline
 Introduction to Management
 Managing Strategically
 Organizational External Environment
 Organizational Internal Environment
 Corporate, Global and Firm Level Strategies
 Implementing Strategies-Management
Issues
 Organizational Structure
 Ethics and Social Responsibility
 Planning
1

Course Outline
 Decision Making
 Managing Information
 Control
 Global Management
 Innovation Management
 Change Management
 Designing Adaptive Organizations
 Managing Diversity
 Managing Teams
 Determining Human Resource Needs
2

Course Outline
 Finding and Developing Qualified Workers
 Performance Appraisal Management and
Retention
 Managing Service and Manufacturing
Operations
 Motivation Theories
 Motivating through the design of Work
 Leadership Theories
 Managing Communication
 Stress Management
3

Course Outline
 Personality Traits and Outcomes
 Justice, Fair Treatment & Dismissal
Management
 Safety and Health Management
 Labor Relations and Collective Bargaining
4

Reference Material
 Management by Chuck Williams
 Other Organizational management and
strategy books
 Online search
5

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6
Lecture 1 Introduction to
Management
Prepared by
dr Amna Yousaf PhD (university of
Twente, the Netherlands
COMSATS Institute of Information
Technology, Islamabad

Learning Outcomes
1. describe what management is.
2. explain the four functions of management.
3. describe different kinds of managers.
4. explain the major roles and sub-roles that
managers perform in their jobs.
5. explain what companies look for
in managers.
6. discuss the top mistakes that managers
make in their jobs.
7. describe the transition that employees go through when they
are promoted to management.
8. explain how and why companies can create competitive
advantage through people.

Management Is…
Effectiveness
Efficiency
Getting work
done through
others
1

Management Is…
 Pat Carrigan - Manager at GM car parts
 Efficiency entails minimum waste, effort and
expense
 Effectiveness is accomplishing tasks that help
fulfill organizational objectives
 Chrysler
9

Management Functions
Planning
Organizing
Leading
Controlling
Management Functions
2

Planning
2.1
Planning
Determining organizational goals and a
means for achieving them

What Really Works: Meta-Analysis
General Mental Ability
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 76%
This statistic shows that an employee hired on the basis of a good score
on a general mental ability test stands a 76 percent chance of being a
better performer than someone picked at random from the pool of all job
applicants.
Meta-Analysis is a study of studies that
shows what works and when.

Organizing
 Deciding where decisions will be made
 Who will do what jobs and tasks
 Who will work for whom
2.2

Leading
Motivating
Inspiring
Leading
2.3
For Anne, CEO of Xerox,
the key to successful leadership is
communicating with the company’s
most important constituents:
employees and customers.

Controlling
2.4
Controlling
Monitoring progress toward goal
achievement and taking corrective action
when needed

The Control Process
2.4
Set standards to
achieve goals
Compare actual
performance to
standards
Make changes
to return
performance to
standards

Effective Managers
 Effective managers plan, Organize, Lead
and Control better
 Probability of promotion at AT&T
17

Old versus New Management
Styles
 Manager as boss versus managers as
sponsors/team leaders / internal consultants
 Reporting relationships versus managers open
to anyone anywhere in hierarchy
 Individual decisions versus participative
decision making
 Long hours versus results
 Keeping proprietary company information
secret versus sharing with others
18

Management functions – Old and
New
 Making things Happen
 Planning
 Decision making
 Managing information
 Controlling
• William End CEO of Land’s End (a succesful
retailer) introduced latest management
techniques such as performance appraisals
based on peer reviews; production teams,
training courses, effective communication.
Lost or undelivered orders were result. Why?
19

New
 Meeting the competition
 Global Management
• Free trade agreements, falling entry barriers,
shorter product life cycles
 Organizational Strategy
 Innovation and Change
 Designing adaptive organizations
• IBM once market leader lost its share from 80
to 8% because of stiff competition from
COMPAQ Dell etc in 1980’s.
20

New
 Organizing people , projects and processes
 Managing individual and diverse workforce
 Managing Teams
 Managing Human Resource Systems
 Managing service and Manufacturing Operations
• When FORD purchased Jaguar….
 Leading
 Motivation
 Leadership
 Managing communication
• Herb Kelleher Founder SouthWest Airlines:
Jokester and storyteller
21

Kinds of Managers
 Top Managers
 Middle Managers
 First-Line Managers
 Team Leaders
3

Top Managers
3
3.1
 Chief Executive Officer (CEO)
 Chief Operating Officer (COO)
 Chief Financial Officer (CFO)
 Chief Information Officer (CIO)

Responsibilities of Top Managers
Creating a context for change (Vision)
- CEO of GM and Kodak
Developing commitment
and ownership in employees
- Herb Kelleher at 4
Creating a positive organizational
culture through language and action
-Memo writing
-David Glass and stories of
Thriftiness of Sam Walton
Monitoring their business environments
- David Glass and KMart
3.1

Middle Managers
3
3.2
 Plant Manager
 Regional Manager
 Divisional Manager

Responsibilities of Middle Managers
3.2
Coordinate and link groups,
departments, and divisions
Monitor and manage the performance
of subunits and managers who report to them
Implement changes or strategies
generated by top managers
Plan and allocate resources to meet objectives
Andy Wilson Regional Vice President of Walmart visits Stores
to see product placement, replacement of products, keeps a
check on prices

First-Line Managers
3
3.3
 Office Manager
 Shift Supervisor
 Department Manager

Responsibilities of First-Line Managers
3.3
Manage the performance of
entry-level employees
Encourage, monitor, and reward
the performance of workers
Managers tracking phone calls of telemarketing reps
Teach entry-level employees how to do their jobs
Make detailed schedules and operating plans

Responsibilities of Team Leaders
Facilitate team performance
Facilitate internal team relationships
3.4
Manage external relations

Managerial Roles
H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.
Adapted from Exhibit 1.4
4
Interpersonal Informational Decisional
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance
Handler
Resource
Allocator
Negotiator

Managerial Roles
Figurehead
Leader
Liaison
Managers perform ceremonial duties
Managers motivate and encourage
workers to accomplish objectives
Managers deal with people outside
their units
4.1
Interpersonal Roles

Managerial Roles
4.2
Monitor
Disseminator
Spokesperson
Managers scan their environment
for information
Managers share information
with others in their company
Managers share information
with others outside their
departments or companies
Informational Roles

Entrepreneur
Disturbance
Handler
Resource
Allocator
Negotiator
Managerial Roles
4.3
Managers adapt to incremental change
Managers respond to problems that
demand immediate action
Managers decide who gets
what resources
Managers negotiate schedules,
projects, goals, outcomes, resources,
and raises
Decisional Roles

What Companies Look for
in Managers
Technical Skills Human Skills
Conceptual Skills Motivation to Manage
5

Skill Composition
 Technical skills : the ability to apply the
specialized procedures, techniques and
knowledge required to get the job done
 Human skills: the ability to work well with
others
 Conceptual skills: the ability to see the
organization as a whole; how the different parts
affect each other; how well company is working
in relation to environment
 Motivation to manage: an assessment of how
enthusiastic employees are about managing
work of others 35

What Companies Look for
in Managers
5
Skills are more or less important at different
levels of management:

Mistakes Managers Make
McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitious
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
6

The First Year Management Transition
 Be the boss
 Formal authority
 Manage tasks
 Job is not
managing people
 Initial expecta-
tions were wrong
 Fast pace
 Heavy workload
 Job is to be
problem-solver
and troubleshooter
 No longer “doer”
 Communication,
listening, positive
reinforcement
 Learning to adapt
and control stress
 Job is people
development
Managers’
Initial Expectations
After Six Months
As a Manager
After a Year
As a Manager
7

Management Practices in Top Performing Companies
Competitive Advantage
through People
1. Employment Security
2. Selective Hiring
3. Promotion from within
4. High Wages Contingent on Organizational Performance
5. Training and Skill Development
6. Reduction of Status Differences
7. Sharing Information
8
8. Participation and Empowerment

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