Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–11–1

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 The better you can work with people, the more successful you will be in both your personal and your professional lives. ◦ Employers want to hire employees who can participate in managing the firm. ◦ Even nonmanagers (Individual Contributors) are being trained to perform management functions. Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–31–3

 Manager ◦ The individual responsible for achieving organizational objectives through efficient and effective utilization of resources. Participative?  The Manager’s Resources ◦ Human, financial, physical, and informational  Performance ◦ Means of evaluating how effectively and efficiently managers use resources to achieve objectives. ◦ Today often means “How” as well as “What” Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–41–4

 Management Functions (Different Scope at job level) ◦ Planning  Setting objectives and determining in advance exactly (?) how the objectives will be met.  Monitor for Change and Anticipate or React  PDCA – Plan – Do – Check - Act ◦ Organizing  Delegating and coordinating tasks and allocating resources to achieve objectives. ◦ Leading  Influencing employees to work toward achieving objectives.  Setting an Example (Shadow of the Leader) ◦ Controlling  Establishing and implementing mechanisms to ensure that objectives are achieved. Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–51–5

1–61–6 Exhibit 1–3 Management Functions Management Skills

 The Three Levels of Management ◦ Top managers  CEO, president, or vice president ◦ Middle managers  Sales manager, branch manager, or department head ◦ First-line managers  Crew leader, supervisor, head nurse, or office manager ◦ Individual Contributors (ICs)  Non-management operative employees  Workers in the organization who are supervised by first-line managers.  Professionals/Specialists/Technicians (Knowledge Workers) Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–71–7

1–81–8 Exhibit 1–5 INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE SOME ORGANIZATIONS “FLIP” THIS CHART UPSIDE DOWN

 General Managers ◦ Supervise the activities of several departments.  Functional Managers ◦ Supervise the activities of related tasks. ◦ Common functional areas:  Marketing/Sales/Product Development  Operations/Production/Services Delivery  Finance/Accounting  Human Resources/personnel management  Infrastructure (IT, Real Estate, Legal)  Project Managers ◦ Coordinate employees across several functional departments to accomplish a specific task. Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–91–9

 Differences among management levels in skill needed and the functions performed: Copyright © 2006 Thomson Business and Economics. All rights reserved. 1– 10 Exhibit 1–6

Copyright © 2006 Thomson Business and Economics. All rights reserved. 1– 11

 What is Your Preferred Management Style?  12 Points Possible… ◦ Autocratic ◦ Consultative ◦ Participative ◦ Empowerment ◦ Combinations or Flexible  Best Management Style? ◦ Adaptive or Situational Leadership Copyright © 2006 Thomson Business and Economics. All rights reserved. 1– 12

Copyright © 2006 Thomson Business and Economics. All rights reserved. 1– 13 Exhibit 1–7

Copyright © 2006 Thomson Business and Economics. All rights reserved. 1– 14 Exhibit 1–7 cont’d ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC ORGANIZATIONS, WITH FOCUS ON THEIR MISSION

Copyright © 2006 Thomson Business and Economics. All rights reserved. 1– 15 Technology and Speed Globalization and Diversity Knowledge, Learning, Quality, and Continuous Improvement Change, Creativity, Innovation, and Entrepreneurship Participative Management, Empowerment, and Teams Knowledge Management Ethics and Social Responsibility Networking and Boundaryless Relationships GENERATIONAL DIFFERENCES