Copyright © Houghton Mifflin Company. All rights reserved. 1-1 Chapter 1 Managers and Entrepreneurs

Copyright © Houghton Mifflin Company. All rights reserved. 1-2 Chapter Outline Management Defined Working with and through Others Achieving Organizational Objectives Balancing Effectiveness and Efficiency Making the Most of Limited Resources Coping with a Changing Environment

Copyright © Houghton Mifflin Company. All rights reserved. 1-3 Chapter Outline (continued) What Do Managers Do? Managerial Functions Managerial Roles Merging Functions and Roles Some Managerial Facts of Life (With No Sugar Coating)

Copyright © Houghton Mifflin Company. All rights reserved. 1-4 Chapter Outline (continued) What Does It Take to Become a Successful Manager? Ability Motivation to Manage Opportunity to Manage

Copyright © Houghton Mifflin Company. All rights reserved. 1-5 Chapter Outline (continued) Learning to Manage How Do Managers Learn to Manage? How Can Future Managers Learn to Manage?

Copyright © Houghton Mifflin Company. All rights reserved. 1-6 Chapter Outline (continued) Small-Business Management Exploding Myths about Small Businesses Career Opportunities in Small Business Entrepreneurship

Copyright © Houghton Mifflin Company. All rights reserved. 1-7 MANAGEMENT DEFINED Management is the process of working with and through others to achieve organizational objectives in a changing environment. Central to this process is the effective and efficient use of limited resources.

Copyright © Houghton Mifflin Company. All rights reserved. 1-8 Figure 1.1 Key Aspects of the Management Process

Copyright © Houghton Mifflin Company. All rights reserved. 1-9 Figure 1.2 Balancing Effectiveness and Efficiency

Copyright © Houghton Mifflin Company. All rights reserved Figure 1.4 Identifiable Functions in the Management Process

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER Table 1.1 Administrative role: Team member / facilitator / teacher / sponsor / advocate / coach Cultural orientation: Multicultural / multilingual

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) Quality / ethics / environmental impacts: Forethought (unifying themes) Power bases: Knowledge; relationships; rewards

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) Primary organizational unit: Team Interpersonal dealings: Cooperation; win-win

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) Learning: Continuous (lifelong; learner-driven) Problems: Opportunities for learning and continuous improvement

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) Change and conflict: Anticipate / seek / channel Information: Increase access / share

Copyright © Houghton Mifflin Company. All rights reserved Source: Scott Pendleton, in The Christian Science Monitor, October 21, © The Christian Science Publishing Society. Figure 1.3 World Population Growth Projections

Copyright © Houghton Mifflin Company. All rights reserved PROFILE OF THE 21st CENTURY MANAGER (continued) For Discussion: 1.What will be most difficult about being a manager in the 21st century? 2.What skills do you need to develop to match this profile of the 21st-century manager?

Copyright © Houghton Mifflin Company. All rights reserved Interpersonal roles Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (a)

Copyright © Houghton Mifflin Company. All rights reserved Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (b)

Copyright © Houghton Mifflin Company. All rights reserved Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzberg’s Managerial Roles (c)

Copyright © Houghton Mifflin Company. All rights reserved ETHICS SURVEY For Discussion: What should managers do to improve the ethical climate in today’s organizations?

Copyright © Houghton Mifflin Company. All rights reserved ETHICS SURVEY Question: By a show of hands, how many of you have observed each of the following ethical problems in the workplace during the past year? Lying to supervisors Lying on reports or falsifying records Stealing and theft Sexual harassment Abusing drugs or alcohol Conflict of interest

Copyright © Houghton Mifflin Company. All rights reserved THE INTERNET AND E-COMMERCE REVOLUTION For Discussion: What roles do the Internet and e- commerce play in your present life? How will the Web likely affect your life (both work and leisure) during the next 5 years?

Copyright © Houghton Mifflin Company. All rights reserved THE EVOLUTION OF PRODUCT QUALITY The fix-it-in approach The inspect-it-in approach The build-it-in approach The design-it-in approach

Copyright © Houghton Mifflin Company. All rights reserved THINGS MANAGERS LOSE THEIR RIGHT TO DO Lose your temper. Be one of the gang. Bring your personal problems to work.

Copyright © Houghton Mifflin Company. All rights reserved THINGS MANAGERS LOSE THEIR RIGHT TO DO (continued) Vent your frustrations and express all your opinions at work. Resist change. Pass the buck on tough assignments. Get even with your adversaries.

Copyright © Houghton Mifflin Company. All rights reserved THINGS MANAGERS LOSE THEIR RIGHT TO DO (continued) Play favorites. Put your self-interests first. Ask others to do what you wouldn’t do. Expect to be immediately recognized and rewarded for doing a good job.

Copyright © Houghton Mifflin Company. All rights reserved THINGS MANAGERS LOSE THEIR RIGHT TO DO (continued) For Discussion: Does this list make you more (or less) interested in being a manager?

Copyright © Houghton Mifflin Company. All rights reserved THE FORMULA FOR MANAGERIAL SUCCESS S = A x M x O Success = Ability X Motivation to manage X Opportunity

Copyright © Houghton Mifflin Company. All rights reserved Figure 1.7 Executives, Administrators, and Managers in the U.S. Civilian Labor Force in 1999 Source: U.S. Bureau of Labor Statistics ( news.release/ wkyeng.103.htm).

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY Instructions: Rate yourself on each of the following dimensions and calculate your total score. 1.Favorable attitude toward those in positions of authority, such as superiors

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY (continued) 2. Desire to engage in games or sports competition with peers Desire to engage in occupational or work- related competition with peers

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY (continued) 4. Desire to assert oneself and take charge Desire to exercise power and authority over others

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY (continued) 6.Desire to behave in a distinctive way, which includes standing out from the crowd Sense of responsibility in carrying out the routine duties associated with managerial work

Copyright © Houghton Mifflin Company. All rights reserved MOTIVATION TO MANAGE SURVEY (continued) Total score=_______ Scale: 7-21 = L ow motivation to manage = M oderate motivation to manage = H igh motivation to manage

Copyright © Houghton Mifflin Company. All rights reserved HOW DO MANAGERS LEARN TO MANAGE? (THE SCHOOL OF HARD KNOCKS) Making a big mistake Being overstretched by a difficult assignment Feeling threatened Being stuck in an impasse or dilemma Suffering an injustice at work Losing out to someone else Being personally attacked

Copyright © Houghton Mifflin Company. All rights reserved Source: Data from Ron Zemke, “The Honeywell Studies: How Managers Learn to Manage,” Training, 22 (August 1985): Figure 1.8 The Honeywell Study: How Managers Learn to Manage

Copyright © Houghton Mifflin Company. All rights reserved HOW DO MANAGERS LEARN TO MANAGE? (THE SCHOOL OF HARD KNOCKS) (continued) For Discussion: What important “life” lessons have you learned from any of these “hard knocks?”

Copyright © Houghton Mifflin Company. All rights reserved TRAIT PROFILE FOR ENTREPRENEURS Focus on envisioned futures Emphasize external / market dimensions Display a medium-to-high tolerance for ambiguity Exhibit moderate-to-high risk-taking behavior Obtain motivation from a need to achieve Possess technical knowledge and experience in the innovative area

Copyright © Houghton Mifflin Company. All rights reserved Figure 1.9 Acquiring the Ability to Manage by Merging Theory and Practice

Copyright © Houghton Mifflin Company. All rights reserved TRAIT PROFILE FOR ENTREPRENEURS (continued) For Discussion: Do you have a strong desire to start and run your own business? If so, how well do you fit this entrepreneurial profile? What are your chances of success?