Mercedes Smart Car 8 feet long (3.5 feet shorter than Mini), 60 MPG, recyclable …but is it electric?

L E A R N I N G O U T L I N E Difference between managers and operatives Levels of management Definition of management Efficiency versus effectiveness Four functions of management Mintzberg’s managerial roles Katz’s managerial skills and how need for them varies at different levels Changes impacting managers’ jobs Importance of customer service and innovation Characteristics of an organization How the concept of an organization is changing Universality of management concept Importance of understanding management Rewards and challenges of being a manager

Who Are Managers? Manager: Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.

Managers vs. Operatives Work directly on job or task No responsibility for others Managers Oversee work of others Can someone be both an operative and a manager?

How Motivated Am I to Manage? Respond to each of the 6 items using the following scale: 1 = Strongly disagree 2 = Moderately disagree 3 = Slightly disagree 4 = Neither agree or disagree 5 = Slightly agree 6 = Moderately agree 7 = Strongly agree I have a generally positive attitude toward those holding positions of authority over me. 1 2 3 4 5 6 7 I enjoy competition and striving to win for myself and my work group. 1 2 3 4 5 6 7 I like to tell others what to do and have no problem with imposing sanctions to enforce my directives. 1 2 3 4 5 6 7 I like being active, assertive, and protecting the members of my work group. 1 2 3 4 5 6 7 I enjoy the idea of standing out from the group, behaving in a unique manner, and being highly visible. 1 2 3 4 5 6 7 I am willing to perform routine, day-to-day administrative tasks and duties. 1 2 3 4 5 6 7

How Motivated - Results Scores on this instrument will range between 6 and 42. 6-18 indicate low motivation to manage; 19-29 is moderate motivation; and 30 and above as high motivation to manage. This instrument taps six components that have been found to be related to managerial success, especially in larger organizations. These are a favorable attitude toward authority; a desire to compete; a desire to exercise power; assertiveness; desire for a distinctive position; and a willingness to engage in repetitive tasks. Your score gives you an idea of how comfortable you would be doing managerial activities. Note: This instrument emphasizes tasks associated with managing in larger and more bureaucratic organizations. A low or moderate score may indicate that you're more suited to managing in a small firm, an organic organization, or in entrepreneurial situations

Operatives (Non-managerial employees) Managerial Levels Top Managers Middle Managers First-Line Managers Operatives (Non-managerial employees)

Effectiveness and Efficiency in Management Exhibit 1.2

Efficiency Versus Effectiveness “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals

The Contractor’s Triangle Good Fast Cheap

Management Functions Exhibit 1.3

Mintzberg’s 10 Managerial Roles Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator

Katz’s Managerial Skills Skills Approach Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization

Skills Needed at Different Management Levels Top Management Middle Management Lower-level Management Conceptual skills Human skills Technical skills

Skills Needed at Different Management Levels Exhibit 1.5

Management Skills and Management Function Matrix Exhibit 1.7

Employers’ Rankings of Skills in Job Candidates 1= Not important; 5 = extremely important Source: National Association of Colleges and Employers, Fall 2004

Changes Impacting the Manager’s Job Exhibit 1.8

How The Manager’s Job Is Changing The Increasing Importance of Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. Innovation Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation.

Characteristics of Organizations Exhibit 1.9

The Changing Organization Exhibit 1.10

The Changing Organization: Overall Trend From: To:

Why Study Management? You have a vested interest in understanding how organizations are managed You will either manage or be managed 15

Universal Need for Management Exhibit 1.11

Rewards and Challenges of Being a manager Managing is challenging and exciting, and offers creative opportunities for meaningful and fulfilling work Successful managers receive significant monetary rewards for their efforts

Rewards and Challenges of Being A Manager Exhibit 1.12

Managers vs. Entrepreneurs seek to exploit opportunities put their own financial security at risk accept risk motivated by independence, opportunity to create financial gain long-term goals directly involved in organization’s operation accept mistakes custodial rewarded for minimizing risk and avoiding failures avoid risk motivated by career promotions, other rewards short-term goals delegate tasks to others avoid mistakes/failure