1. CHAPTER ONE Management
Effective Management
2nd Edition
Chuck Williams
Prepared by Deborah Baker Texas Christian University

2. Getting work done through others
CHAPTER ONE
Management is…
Effectiveness
Efficiency
Getting work done through others 1

3. Classical Management Functions Updated Management Functions
CHAPTER ONE
Management Functions
Planning
Controlling
Organizing
Leading
Making Things Happen
Meeting the Competition
Organizing People, Projects, and Processes
Classical Management Functions
Updated Management Functions 1

4. Making Things Happen Determine what you want to accomplish
CHAPTER ONE
Making Things Happen
Determine what you want to accomplish
Plan how to achieve those goals
Gather and manage the information needed to make good decisions
Control performance
2.1

5. Meeting the Competition
CHAPTER ONE
Meeting the Competition
Consider the threat from international competitors
Have a well-thought-out competitive strategy
Embrace change and foster new product and service ideas
Structure their organizations to adapt to changing customers and competitors
2.2

6. Organizing People, Projects, and Processes
CHAPTER ONE
Organizing People, Projects, and Processes
Consideration of people issues
Consideration of work processes
2.3

7. Leading Motivation Inspiration Communication Perspiration 2.4
CHAPTER ONE
Leading
Motivation
Inspiration
Communication
Perspiration
2.4

8. Kinds of Managers Top Managers Middle Managers First-Line Managers
CHAPTER ONE
Kinds of Managers
Top Managers
Middle Managers
First-Line Managers
Team Leaders
More 3

9. Managerial Roles Figurehead Leader Liaison Monitor Disseminator
CHAPTER ONE
Managerial Roles
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Interpersonal
Informational
Decisional
Adapted from Exhibit 1.3
H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973) 4

10. What Companies Look for in Managers
CHAPTER ONE
What Companies Look for in Managers
Technical Skills
Human Skill
Conceptual Skill
Motivation to Manage 5

11. Mistakes Managers Make
CHAPTER ONE
Mistakes Managers Make
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitions
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
Adapted from Exhibit 1.5 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983 6

12. Competitive Advantage through People
CHAPTER ONE
Competitive Advantage through People
MANAGEMENT PRACTICES
1. Employment Security
2. Selective Hiring
3. Self-Managed Teams and Decentralization
4. High Wages Contingent on Organizational Performance
5. Training and Skill Development
6. Reduction of Status Differences
7. Sharing Information
Adapted from Exhibit 1.7 8