2. Chapter 1: Management and Its History

3. What Is Management?
Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

4. What Is a Manager’s Responsibility?
Achieving organizational objectives through efficient and effective utilization of resources.
Efficient: doing things right so as to maximize the utilization of resources.
Effective: doing the right thing in order to attain an objective; a manager’s effectiveness reflects the degree to which he or she achieves objectives.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

5. Exhibit 1-1
Exhibit 1-1
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

6. What Does It Take to be a Successful Manager?
Executives in the Gallup survey identified the three most important traits for successful managers as:
Integrity
Industriousness
The ability to get along with people
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

7. Management Skills
Technical skills - the ability to use methods and techniques to perform a task.
Interpersonal skills - the ability to understand, communicate, and work well with individuals and groups through developing effective relationship.
Decision-making skills - the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

8. Exhibit 1-2 Exhibit 1–2 Management Skills
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

9. What Managers Do Four management functions
Planning is the process of setting objectives and determining in advance exactly how the objectives will be met.
Organizing is the process of delegating and coordinating tasks and allocating resources to achieve objectives.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

10. What Managers Do (continued)
Leading is the process of influencing employees to work toward achieving objectives. Managers must communicate the objectives to employees and motivate them to achieve those objectives by developing positive relationships.
Controlling is the process of monitoring and measuring progress and taking corrective action when needed to ensure that objectives are achieved.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

11. Exhibit 1-3
Exhibit 1-3
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

12. Management Roles Interpersonal roles Informational roles Figurehead
Leader
Liaison
Informational roles
Monitor
Disseminator
Spokesperson
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

13. Management Roles (continued)
Decisional roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

14. Exhibit 1-4
Exhibit 1-4
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

15. Exhibit 1-5
Exhibit 1-5
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

16. The Three Levels of Management
Top managers - develop and define the organization’s purpose, objectives, and strategies.
Middle managers - responsible for implementing top management’s strategy by developing short-term operating plans.
First-line managers - responsible for implementing middle managers’ operational plans.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

17. Exhibit 1-6
Exhibit 1-6
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

18. Other Positions
Team leader - facilitate team activities to achieve a goal.
Nonmanagement operative employees - are the workers in an organization who do not hold management positions.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

19. Business Functions Marketing - sell the products and services.
Operations/production - make the product or perform the service.
Finance/accounting - maintain financial records.
Human resources/personnel management - hire and compensate employees.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

20. Exhibit 1-7: Skills Needed and Functions Performed at Different Management Levels
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

21. Exhibit 1-8: Differences Between Large and Small Businesses
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

22. Exhibit 1-9: Differences Between For-Profit and Not-for-Profit Organizations
Sources: Dr. Kathryn Carlson Heler, Professor at Springfield College, Used with permission.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

23. A Brief History of Management
Classical theory - focus on the job and management functions to determine the best way to manage in all organizations.
Scientific management - focused on analyzing jobs and redesigning them so that they could be accomplished more efficiently.
Frederick Winslow Taylor (1856–1915)
Frank Gilbreth (1868–1924) and Lillian Gilbreth (1878–1972)
Administrative theory - studied the principles and functions of management.
Henri Fayol (1841–1925)
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

24. A Brief History of Management (continued)
Behavioral theory - focus on people to determine the best way to manage in all organizations.
Elton Mayo (1880–1949) in the Hawthorne studies suggested that a manager’s treatment of people had an important impact on their performance.
Douglas McGregor (1906–1964) developed Theory X and Theory Y
Theory X managers assume that people dislike work and must be closely directed.
Theory Y managers assume that people like to work and do not need close supervision.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

25. A Brief History of Management (continued)
Management science - focus on the use of mathematics to aid in problem solving and decision making
Systems theory - focus on viewing the organization as a whole and as the interrelationship of its parts.
Sociotechnical theory - focus on integrating people and technology.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

26. A Brief History of Management (continued)
Contingency theory - focus on determining the best management approach for a given situation.
Knowledge management - involves everyone in an organization in sharing knowledge and applying it to continuously improve products and processes.
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

27. Exhibit 1-10: Comparing Theories
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.

28. Exhibit 1-10: Comparing Theories
Robert N. Lussier, Management Fundamentals, Seventh Edition. Copyright SAGE Publications, 2017.