Chapter 1 The Manager’s Job.

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Chapter 1 The Manager’s Job

Types and Levels of Managers Top-Level Managers (C-level) Middle-Level Managers First-level Managers Functional and General Managers Administrators Entrepreneurs and Business Owners Team Leaders

The Process of Management Managers use human, financial, physical, and information resources Planning (goals and plans) Organizing and Staffing Leading (includes setting a vision) Controlling (measures performance and makes adjustments)

17 Managerial Roles Planning Strategic planner Operational planner Organizing and Staffing Organizer Liaison Staffing coordinator Resource allocator Task delegator

Leading (roles 8 through 15) Figurehead Spokesperson Negotiator Motivator and coach Team builder Team player Technical problem solver Entrepreneur

Controller Roles Monitor Disturbance handler Role emphasis varies with management level. For example, executives engage in more strategic planning.

Five Key Managerial Skills Technical (hard skills) Interpersonal skill (human relations) Conceptual skill (big picture) Diagnostic (investigate and solve problems) Political (acquire , retain power)

Manager as Integrator of Five Mindsets Managing Self: reflective mindset Managing Organizations: analytical mindset Managing Context: worldly mindset Managing Change: action mindset Managing Relationships: collaborative mindset

How to Develop Management Skills Conceptual knowledge Knowledge demonstrated by examples Skill-development exercises Feedback on skill utilization Frequent practice including adjustments based on feedback

Evolution of Management Thought Classical approach (scientific, administrative management) Behavioral approach (people focus) Quantitative approach Systems perspective Contingency approach (situational) Information technology & beyond

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