1. Chapter 1 Managing in a Dynamic Environment Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

2. Learning Objectives After reading this chapter, you should be able to:  Define managers and management  Explain what managers do  Demonstrate knowledge of the competencies used in managerial work by developing and practicing them  Describe the changing context of managerial work 1.1

3. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 A Model of Managerial Competencies Adapted from Figure 1.1 Teamwork Competency Communication Competency Planning and Administration Competency Global Awareness Competency Strategic Action Competency Self- Management Competency ManagerialEffectiveness 1.2

4. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Characteristics of Functional & General Managers  Example  Scope of Subordinates Job  Technical Skills  “Big Picture” Thinking VP of Finance Low High Low Functional Managers General Managers Store Manager High Low High 1.3

5. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Basic Managerial Functions Organizing Planning Leading Controlling Adapted from Figure 1.2 1.4

6. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Basic Levels of Management Top Managers Middle Managers First-Line Managers Nonmanagers Adapted from Figure 1.3 1.5

7. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Dimensions of Communication Competency  Informal Communication Flexible and varies approach in different situations  Formal Communication Writes clearly, concisely and effectively, using traditional as well as electronic media  Negotiation Skilled at developing relationships and exercising influence in all directions Adapted from Table 1.2 1.6

8. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Dimensions of Planning & Administration Competency Adapted from Table 1.3  Information Gathering, Analysis, and Problem Solving Takes calculated risks and anticipates consequences in a timely manner  Planning and Organizing Projects Plans, schedules, prioritizes tasks, delegates responsibilities  Time Management Knows when to permit interruptions and when to screen them out  Budgeting and Financial Management Understands budgets, cash flows, financial reports, and annual reports and regularly uses such information 1.7

9. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Dimensions of Teamwork Competency  Designing Teams Formulates clear objectives that inspires team members  Creating a Supportive Environment Acts as a coach, counselor, and mentor, being patient with team members as they learn  Managing Team Dynamics Utilizes strengths and weaknesses and brings conflict into the open Adapted from Table 1.4 1.8

10. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Dimensions of Strategic Action Competency  Understanding the Industry Anticipates changes of competitors and strategic partners  Understanding the Organization Understands the distinctive competencies of the organization  Taking Strategic Actions Considers the long-term implications of actions in order to sustain and further develop the organization Adapted from Table 1.5 1.9

11. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Dimensions of Global Awareness Competency  Cultural Knowledge and Understanding Stays informed of political, social and economic trends and events around the world Recognizes the impact of global events on the organization  Cultural Openness and Sensitivity Recognizes variation of cultures and avoids stereotyping Is sensitive to cultural cues and is able to adopt quickly in novel situations Adjusts own behavior when interacting with people of diverse backgrounds Adapted from Table 1.6 1.10

12. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Dimensions of Self-Management Competency  Integrity and Ethical Conduct Has clear personal standards of integrity and ethics Accepts responsibility for own actions  Personal Drive and Resilience Seeks responsibility, shows perseverance in the face of obstacles, and bounces back from failure  Balancing Work and Life Issues Strikes a reasonable balance between work and other life activities  Self-Awareness and Development Has clear personal and career goals and knows own values, feelings, and areas of strengths and weakness Analyzes and learns from work and life experiences Adapted from Table 1.7 1.11

13. Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 The Evolving Structure of Organizations Adapted from Figure 1.4 1980 1990 2000 1.12