CHAPTER ONE Management Effective Management 2nd Edition Chuck Williams Prepared by Deborah Baker Texas Christian University

Getting work done through others CHAPTER ONE Management is… Effectiveness Efficiency Getting work done through others 1

Classical Management Functions Updated Management Functions CHAPTER ONE Management Functions Planning Controlling Organizing Leading Making Things Happen Meeting the Competition Organizing People, Projects, and Processes Classical Management Functions Updated Management Functions 1

Making Things Happen Determine what you want to accomplish CHAPTER ONE Making Things Happen Determine what you want to accomplish Plan how to achieve those goals Gather and manage the information needed to make good decisions Control performance 2.1

Meeting the Competition CHAPTER ONE Meeting the Competition Consider the threat from international competitors Have a well-thought-out competitive strategy Embrace change and foster new product and service ideas Structure their organizations to adapt to changing customers and competitors 2.2

Organizing People, Projects, and Processes CHAPTER ONE Organizing People, Projects, and Processes Consideration of people issues Consideration of work processes 2.3

Leading Motivation Inspiration Communication Perspiration 2.4 CHAPTER ONE Leading Motivation Inspiration Communication Perspiration 2.4

Kinds of Managers Top Managers Middle Managers First-Line Managers CHAPTER ONE Kinds of Managers Top Managers Middle Managers First-Line Managers Team Leaders More 3

Managerial Roles Figurehead Leader Liaison Monitor Disseminator CHAPTER ONE Managerial Roles Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator Interpersonal Informational Decisional Adapted from Exhibit 1.3 H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973) 4

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

Mistakes Managers Make CHAPTER ONE Mistakes Managers Make 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitions 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 Adapted from Exhibit 1.5 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983 6

Competitive Advantage through People CHAPTER ONE Competitive Advantage through People MANAGEMENT PRACTICES 1. Employment Security 2. Selective Hiring 3. Self-Managed Teams and Decentralization 4. High Wages Contingent on Organizational Performance 5. Training and Skill Development 6. Reduction of Status Differences 7. Sharing Information Adapted from Exhibit 1.7 8