© 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PowerPoint Presentation by Charlie Cook The University of West Alabama CHAPTER 1 Managing and the Manger’s Job PART 1 An Introduction to Management Management: Principles and Practices 11e Ricky W. Griffin

Learning Objectives 1.Describe the nature of management, define management and managers 2.Identify and briefly explain the four basic management functions in organizations. 3.Describe the kinds of managers found at different levels and in different areas of the organization. 4.Identify the basic managerial roles that managers play and the skills they need to be successful. 5.Discuss the science and the art of management, describe how people become managers, and summarize the scope of management in organizations. 1–2

What Is an Organization? A group of people working together in a structured and coordinated fashion to achieve a set of goals.A group of people working together in a structured and coordinated fashion to achieve a set of goals. 1–3

Types of Organizational Resources Physical Resources Human Resources Information Resources Financial Resources Organizational Resources 1–4

Organizational Resources Human resourcesHuman resources  Managerial talent and labor Financial resourcesFinancial resources  Capital investments to support ongoing and long-term operations Physical resourcesPhysical resources  Raw materials; office and production facilities, and equipment Information resourcesInformation resources  Usable data, information linkages 1–5

What is Management? A set of activitiesA set of activities  planning and decision making, organizing, leading, and controlling directed at an organization’s resources  human, financial, physical, and information with the aim of achieving organizational goals in an efficient and effective manner. 1–6

1–7 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Business Strategies Auctioning for advertising placements Manage diversity by acquisitions and key alliances Employee Management Employee recruited from top engineering school and by wining online programming contests ‘Work and play are not mutually exclusive Standard pay for performance and high compensation Future Strategies Competing head to head with financial service providers for stock information and with iTunes for music and videos Automated universal language translator f and personalized home pages

1–8 1.1 Management in Organizations

The Basic Purpose of Management EFFICIENTLY Using resources wisely and in a cost-effective way EFFECTIVELY Making the right decisions and successfully implementing them And 1–9

What is a Manager? Someone whose primary responsibility is to carry out the management process.Someone whose primary responsibility is to carry out the management process.  Plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources. Good managers can propel an organization into unprecedented realms of success Good managers can propel an organization into unprecedented realms of success Poor managers can devastate Poor managers can devastate even the strongest of organization 1–10

The Manager’s Job Plan:Plan:  A manager cannot operate effectively unless he or she has long range plans. OrganizeOrganize  When there is more than one employee needed to carry out a plan, then organization is needed. ControlControl  Develop a method to know how well employees are performing to determine what has been and what still must be done. 1–11

1– The Management Process

1–13 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Management Process followed by Brin & Page Planning & Decision Making Create goals and plans that articulate what they want the company to become Organizing Rely on effective organization to help make those goals and plans reality. Leading Pay close attention to the people who work for the company Controlling Keep close eye on how well the company is performing

The Management Process Planning and Decision Making: Determining goals and courses of actionPlanning and Decision Making: Determining goals and courses of action Organizing: Coordinating activities and resourcesOrganizing: Coordinating activities and resources Leading: Motivating and managing peopleLeading: Motivating and managing people Controlling: Monitoring and evaluating activitiesControlling: Monitoring and evaluating activities 1–14

1– Kinds of Managers by Level and Area

Kinds of Managers by Level Top ManagersTop Managers  small group of executives who manage the overall organization  create the organization’s goals, overall strategy, and operating policies  Officially represent the organization to the external environment  Example: 1–16 Make decisions such as acquiring companies Invest in research and development Entering or abandoning various markets Work long hours Spend much time in meeting

Kinds of Managers by Level Middle ManagersMiddle Managers  Common titles are as plant manager, operations manager and division head  responsible for implementing the policies and plans of top managers  supervise and coordinate the activities of lower level managers  Example: 1–17 Meet quotas and goals Handle inventory management, quality control, equipment failures and union problem Coordinate work of supervisors within the plant Bridge the upper and lower levels of organization Implement the strategies developed by top manager

Kinds of Managers by Level First-Line ManagersFirst-Line Managers  Common titles are as supervisor, coordinator and office manager  supervise and coordinate the activities of operating employees  Example: 1–18 Day to day operations of their respective stores Hire operating employees to staff them Handle other routine administrative duties required of them by parent corporation Spend large proportion of time supervising the work of subordinates

Kinds of Managers by Area Human Resources Managers Administrative Managers Specialist Managers Kinds of Managers by Area Marketing Managers Financial Managers Operations Managers 1–19

Kinds of Managers by Area Marketing ManagersMarketing Managers  work in areas related to getting consumers and clients to buy the organization’s products or services—new product development, promotion, and distribution. Financial ManagersFinancial Managers  deal primarily with an organization’s financial resources—accounting, cash management, and investments. Operations ManagersOperations Managers  are involved with systems that create products and services—production control, inventory, quality control, plant layout, site selection. 1–20

Kinds of Managers by Area (cont’d) Human Resources ManagersHuman Resources Managers  are involved in human resource activities. Administrative ManagersAdministrative Managers  are generalists familiar with all functional areas of management and are not associated with any particular management specialty. Other Kinds of ManagersOther Kinds of Managers  hold specialized managerial positions (e.g., public relations managers) directly related to the needs of the organization. 1–21

Basic Managerial Roles and Skills Regardless of level or area, all managers must play certain roles and exhibit specific skills in order to be successful.Regardless of level or area, all managers must play certain roles and exhibit specific skills in order to be successful. Managers:Managers:  Do certain things.  Meet certain needs.  Have certain responsibilities. 1–22

Lights, Roll Camera, Manage !!! Interpersonal Roles Informational Roles Managerial Roles Decisional Roles 1–23

Managerial Roles (Mintzberg) Interpersonal RolesInterpersonal Roles  Figurehead, leader, and liaison roles involve dealing with other people. Informational RolesInformational Roles  Monitor, disseminator, and spokesperson roles involve the processing of information. Decisional RolesDecisional Roles  Entrepreneur, disturbance handler, resource allocator, and negotiator are managerial roles primarily related to making decisions. 1–24

1–25 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. CategoryRoleSample ActivitiesExamples InterpersonalFigureheadAttending ribbon-cutting ceremony for new plant Opening new division or new plant LeaderEncouraging employees to improve productivity Adapt the policy of giving 20% free time to pursuing personal project (Google) LiaisonCoordinating activities of two project groups Microsoft keep liaisons with HP printer and inform about their new features so that HP can incorporate it in their product InformationalMonitorScanning industry reports to stay abreast of developments ____________ DisseminatorSending memos outlining new organizational initiatives _________________ SpokespersonMaking a speech to discuss growth plans Represent the organization before a chamber of commerce or consumer group

Learning Objectives 1–26 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. DecisionalEntrepreneurDeveloping new ideas for innovationAdapt the policy of giving 20% free time to pursuing personal project (Google) Disturbance handler Resolving conflict between two subordinates GP managers after firing a huge of employees Resource allocator Reviewing and revising budget requestsInvestment in research and development (Google) NegotiatorReaching agreement with a key supplier or labor union ___________________ CategoryRoleSample ActivitiesExamples

What Skills Do Managers Need? Technical Conceptual Communication Time Management Decision Making Diagnostic Interpersonal Fundamental Management Skills 1–27

Managerial Skills TechnicalTechnical  To accomplish or understand the specific kind of work being done in an organization. InterpersonalInterpersonal  To communicate with, understand, and motivate both individuals and groups. ConceptualConceptual  To think in the abstract. DiagnosticDiagnostic  To visualize the appropriate response to a situation. 1–28

Managerial Skills (cont’d) CommunicationCommunication  To convey ideas and information effectively to others and to receive the same effectively from others. Decision-MakingDecision-Making  To recognize and define problems and opportunities and then to select an appropriate course of action to solve problems and capitalize on opportunities. Time-ManagementTime-Management  To prioritize work, to work efficiently, and to delegate appropriately. 1–29

Management: Science or Art? The Science of ManagementThe Science of Management  Assumes that problems can be approached using rational, logical, objective, and systematic ways.  Requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems. The Art of ManagementThe Art of Management  Making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights.  Using conceptual, communication, interpersonal, and time- management skills to accomplish the tasks associated with managerial activities. 1–30