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Management Functions Explained
- 2. © 2014 Cengage Learning
1-1 describe what management is
1-2 explain the four functions of management
1-3 describe different kinds of managers
1-4 explain the major roles and subroles that managers
perform in their jobs
1-5 explain what companies look for in managers
1-6 discuss the top mistakes that managers make in their
jobs
1-7 describe the transition that employees go through
when they are promoted to management
1-8 explain how and why companies can create
competitive advantage through people
- 3. Management Is…
• Getting work done through others
• Efficiency – getting work done with a
minimum of effort, waste, or expense
• Effectiveness – accomplishing tasks that help
fulfill organizational objectives
© 2014 Cengage Learning
1-1
- 5. Management Functions
• Planning
– determining organizational goals and a
means for achieving them
• Organizing
– deciding where decisions will be made, who
will do what jobs and tasks, and who will
work for whom in the company
© 2014 Cengage Learning
1-2
- 6. Management Functions
• Leading
– inspiring and motivating workers to work
hard to achieve organizational goals
• Controlling
– monitoring progress toward goal
achievement and taking corrective action
when progress isn’t being made
© 2014 Cengage Learning
1-2
- 8. Top Managers
• CEO, COO, CFO, CIO
• Responsible for overall direction of the
organization
• Responsible for creating a context for change
• Develop employees’ commitment to and
ownership of company performance
• Create a positive organizational culture through
language and action
• Responsible for monitoring the business
environment
© 2014 Cengage Learning
1-3
- 9. Middle Managers
• Plant manager, regional manager, divisional manager
• Set objectives consistent with top management’s goals
• Implement subunit strategies for achieving objectives
• Plan and allocate resources to meet objectives
• Coordinate and link groups, departments, and divisions
• Monitor and manage subunits and individual managers
© 2014 Cengage Learning
1-3
- 10. First-Line Managers
© 2014 Cengage Learning
• Office manager, shift supervisor, department
manager
• Train and supervise the performance of
nonmanagerial employees
• Teach entry-level employees how to do their
jobs
• Encourage, monitor, and reward employees’
performance
• Make detailed schedules and operating plans
1-3
- 11. Team Leaders
• Facilitate team activities toward accomplishing a goal
• Help team members plan and schedule work, learn to
solve problems, and work effectively with each other
• Manage internal and external relationships
© 2014 Cengage Learning
1-3
- 13. Interpersonal Roles
• Figurehead
– managers perform ceremonial duties
• Leader
– managers motivate and encourage workers to
accomplish organizational objectives
• Liaison
– managers deal with people outside their units
© 2014 Cengage Learning
1-4
- 14. Informational Roles
© 2014 Cengage Learning
• Monitor
– managers scan their environment for information
and receive unsolicited information
• Disseminator
– managers share information with subordinates
and others in the company
• Spokesperson
– managers share information with people outside
of the company
1-4
- 15. Decisional Roles
• Entrepreneur
– managers adapt themselves, their
subordinates, and their units to change
• Disturbance handler
– managers respond to problems so severe that
they demand immediate action
© 2014 Cengage Learning
1-4
- 16. Decisional Roles
• Resource allocator
– managers decide who will get what resources
and in what amounts
• Negotiator
– managers negotiate schedules, projects,
goals, outcomes, resources, and employee
raises
© 2014 Cengage Learning
1-4
- 18. What Companies Look For
• Technical skills
– specialized procedures, techniques, and
knowledge required to get the job done
• Human skills
– ability to work well with others
© 2014 Cengage Learning
1-5
- 19. What Companies Look For
• Conceptual skills
– ability to see the organization as a whole, to recognize
how the company fits into its external environment
• Motivation to manage
– an assessment of how motivated employees are to interact
with superiors, participate in competitive situations,
behave assertively with others, tell others what to do,
reward good behavior, punish poor behavior, perform
actions that are highly visible to others, and handle and
organize administrative tasks
© 2014 Cengage Learning
1-5
- 20. Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating, bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing politics
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
© 2014 Cengage Learning
1-6
- 23. <click screenshot for video>
In Good Company
1. Which management skills
discussed in this chapter does
the character Mark Steckle
seem to lack?
2. The sequence shows three
people who represent different
hierarchical levels in the
company. Based on this scene,
which of the four kinds of
managers do you think each of
them might be?
3. Which of the characters in this
clip exhibited the strongest
human skills?
© 2014 Cengage Learning
- 24. <click screenshot for video>
Camp Bow Wow
1. Identify three skills that
companies look for in
managers and explain which
might be most needed for
the Camp Bow Wow leaders
highlighted in the video.
2. Which activities at Camp
Bow Wow require high
efficiency? Which activities
require high effectiveness?
3. 3. List two activities that
leaders at Camp Bow Wow
perform daily, and identify
which of the managerial
roles discussed in the
chapter figure prominently
for each.
© 2014 Cengage Learning
