1. PowerPoint Presentation by Charlie Cook The University of West Alabama © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom.

2. 1. Explain why organizations need managers 2. Outline factors that affect a manager’s universe 3. Identify three levels of management 4. Describe five management functions 5. Apply management functions to each level of management 6. Summarize ten management roles ©2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–2 After reading and studying this chapter, you should be able to:

3. 7. Analyze three management skills 8. Contrast the myths with the realities of a manager’s job 9. Discuss the criteria used to evaluate a manager’s performance. 1–3 After reading and studying this chapter, you should be able to: © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom.

4. * Managers * People who allocate and oversee the use of resources © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–4 * Management * One or more managers individually and collectively setting and achieving goals by exercising related functions and coordinating various resources

5. * Goal * An outcome to be achieved or a destination to be reached over a period of time through the exercise of management functions and the expenditure of resources * Objective * A short term goal that is achieved in less than a year * Specific * Measurable * Attainable * Results-oriented * Time-limited © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–5

6. * Organization * An entity managed by one or more persons to achieve stated goals * Basic Tasks of Management (Drucker) * Running a business * Building an organization * Coordinating activities while accepting the values and goals of the organization * Values constitute beliefs and basic tenets that are important and meaningful to those individuals and organizations that hold them. © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–6 1

7. * Constant change in business requires that managers and organizations meet needs for: * Pleasing customers * Improving products and services continuously * Providing leadership * Acting ethically * Valuing diversity in their employees * Learning to cope with global challenges © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–7 2

8. © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–8 Top Management First-Line Management Middle Management The chief executive officer (CEO) and/or president and his, her, or their immediate subordinates, usually called vice presidents Includes managers below the rank of vice president but above the supervisory level Supervisors, team leaders, and team facilitators who oversee the work of nonmanagement people (e.g., operative employees) Functional Managers Managers whose expertise lies primarily in one or another of the specialty areas—marketing, operations, finance, and human resources 3

9. © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–9 Planning Organizing Management Leading Staffing Controlling 4

10. * Planning * Foundation for the other functions * Identify goals and ways to achieve them * Assign priorities to each goal * Determine the resources required * Determine actions that commit: * individuals * departments * entire organization © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–10

11. * Organizing * Creates a structure in meeting goals by: * Determining the tasks to be accomplished * Grouping these tasks by employee position * Deciding on the relationships the positions have to one another © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–11

12. * Staffing * Execute HR management activities: * Determine skills and experiences of each position * Determine number of persons needed * Train employees for positions * Leading * Help organization and employees achieve goals * Serve as role models for expected behaviors * Coach, counsel, inspire, and encourage * Communicate and listen * Respond to concerns and resolve disputes © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–12

13. * Controlling * Mechanism to ensure things go according to plan * Prevent, identify, and correct deviations from guidelines * Identify and correct the causes of deviations © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–13

14. © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–14 Technical Skills Conceptual Skills Human Skills The abilities to use the processes, practices, techniques, and tools of the specialty area a manager supervises The abilities to interact and communicate successfully with other persons The mental capacity to conceive and manipulate ideas and abstract relationships 7

15. * Managers are evaluated by: * How effectively they play the three sets of management roles * Whether they possess and properly apply management skills * How effective they are in setting objectives and achieving goals * How efficiently they use their talents and resources * How well they demonstrate leadership * Whether they act ethically * How effectively they make use of the diversity of their people * How effectively they and their people please customers © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–15 9

16. * conceptual skills * customer * customer relationship management (CRM) * diversity * ethics * first-line management * functional managers * goal * human skills * Leadership * management © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom. 1–16 * management hierarchy * manager * middle management * organization * quality * role * technical skills * technology * top management * Web 2.0