©Prentice Hall, 2001Chapter 11 Managers and Management

©Prentice Hall, 2001Chapter 12 Learning Outcomes Describe the difference between managers and operatives Define the term management Compare efficiency and effectiveness Describe the four management processes Discuss the three levels of managers

©Prentice Hall, 2001Chapter 13 Learning Outcomes Review the essential roles of management Learn whether the manager’s job is generic Analyze four skills of successful managers Describe the value of studying management Learn how humanities and social science courses are relevant to management

©Prentice Hall, 2001Chapter 14 StructurePeople A Goals B Common Characteristics of Organizations

©Prentice Hall, 2001Chapter 15 Middle Managers First-Line Managers Operative Employees Top Managers The Levels of an Organization Supervise Others Work on Jobs

©Prentice Hall, 2001Chapter 16 Goals Low Waste High Attainment Means Efficiency Ends Effectiveness How Do We Define Management? Resource Usage Goal Attainment

©Prentice Hall, 2001Chapter 17 Planning The Process of Management Controlling Organizing Leading

©Prentice Hall, 2001Chapter 18 Informational Decisional Interpersonal The Roles of Management The Mintzberg Studies

©Prentice Hall, 2001Chapter 19 Is The Manager’s Job Universal? Level in the Organization Profit Versus Non-Profit

©Prentice Hall, 2001Chapter 110 The Roles That Managers Play High Moderate Low Importance Spokesperson Resource Allocator Entrepreneur Figurehead Leader Liaison, Monitor Disturbance Handler Negotiator Disseminator Entrepreneur Small FirmsLarge Firms

©Prentice Hall, 2001Chapter 811 Contemporary Management Issues Contemporary DecisionMakingDecisionMakingHandlingChangeHandlingChangeNationalBordersNationalBorders

©Prentice Hall, 2001Chapter 112 InterpersonalConceptual TechnicalPolitical General Management Skills

©Prentice Hall, 2001Chapter 113 Specific Management Skills Handling conflicts Motivating employees Solving problems Handling information Growing and developing Controlling the environment Organizing and coordinating

©Prentice Hall, 2001Chapter 114 Management Competencies Initiate and implement change and improvement Monitor, maintain, and improve delivery Monitor and control the use of resources Allocate resources effectively Recruit and select personnel Management Charter Initiative (MCI)

©Prentice Hall, 2001Chapter 115 Management Competencies Develop teams, individuals, and self Plan, allocate, and evaluate work Create, maintain, and enhance relationships Seek, evaluate, and organize information Exchange business information Management Charter Initiative (MCI)

©Prentice Hall, 2001Chapter 116 Management Issues The Importance of Management The Study of Management

©Prentice Hall, 2001Chapter 117 Management and Other Disciplines Anthropology Economics Philosophy Psychology Sociology Political Science