2. Chapter 1
Management

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describe what management is
explain the four functions of management
describe different kinds of managers
explain the major roles and subroles that managers perform in their jobs
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explain what companies look for in managers
discuss the top mistakes that managers make in their jobs
describe the transition that employees go through when they are promoted to management
explain how and why companies can create competitive advantage through people
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5. Getting work done through others
MGMT = E2
Effectiveness
Efficiency
Getting work done through others 1
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6. Management: Good vs. Bad
What makes a good manager?
What are some qualities that make up a good manager?
What makes a bad manager?
What are some qualities that make up a bad manager?
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7. The Four Functions of Management2
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8. Homework Activity: SnapShot – The 4 Functions of Management
Beyond the Book
Instructions:
In groups of five, you are encouraged to visit as many on-campus sites as possible and take pictures enacting each of the four functions of management: planning, organizing, leading, and controlling.
Images must be a snapshot of each function and tell a story.
You must capture the essence of how managers plan, organize, lead, and control, and how others react to the managers’ actions. 2
Copyright © 2015 by Nelson Education Ltd.

9. Homework Activity: SnapShot – The 4 Functions of Management
Beyond the Book
Instructions:
Be creative in composing the poses that clearly depict the functions being portrayed.
The photos must be taken at different locations throughout the campus (e.g., cafeteria, library, bookstore, gym, etc.).
Be creative, have fun, and enjoy the process!
Feel free to include other people and/or props in your photos. 2
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10. Homework Activity: SnapShot – The 4 Functions of Management
Beyond the Book
Deliverables:
Please assemble your photos into a slideshow with music for a running total of 2 minutes. Make sure your music matches the message you are trying to convey.
Presentations will be shared in a later class.
Place presentations on a memory stick and load onto the classroom computer prior to class.
The professor will be there to assist you. 2
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11. What the Four Kinds of Managers Do
Jobs
Responsibilities
Top Managers
Change
Commitment
Culture
Environment
Middle Managers
Resources
Objectives
Coordination
Subunit performance
Strategy implementation
First-Line Managers
Nonmanagerial worker supervision
Teaching and training
Scheduling
Facilitation
Team Leaders
External relationships
Internal relationships 3
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12. Class Activity: The Importance of Middle Managers
Read the box on page 7 of your textbook, “Why Middle Managers May be the Most Important People in Your Company.”
As a class, discuss the importance of middle managers.
Beyond the Book
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13. Mintzberg’s Managerial Roles
Interpersonal Informational Decisional
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator 4
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Managerial Roles
Interpersonal Roles
Figurehead
Leader
Liaison
Managers perform ceremonial duties.
Managers motivate and encourage workers to accomplish objectives.
Managers deal with people outside their units.
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Interpersonal Roles
Canadian well-known figureheads include
John Stanton,
Founder and President, The Running Room
Annette Verschuren,
President, The Home Depot Canada
Christine Day,
President and Chief Operating Officer, Lululemon
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Managerial Roles
Informational Roles
Monitor
Disseminator
Spokesperson
Managers scan their environment for information.
Managers share information with others in their company.
Managers share information with others outside their departments or companies.
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Managerial Roles
Decisional Roles
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Managers adapt to incremental change.
Managers respond to problems that demand immediate action.
Managers decide who gets what
resources.
Managers negotiate schedules, projects, goals, outcomes, resources, and raises.
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Managerial Roles
Decisional Roles
Lakeport Brewing Corp. used entrepreneurial spirit to turn around the financially troubled brewery.
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19. MGMT Fact: Connect to Your Business
These services deliver customized electronic newspapers that include only stories on topics the managers specify:
Canadian News Wire (CNW): connects organizations to relevant news and information, including social media releases that allow multimedia content.
Globe Investor: offers up-to-date financial news and articles on stock trends.
Canadian Press: in addition to being a multimedia real-time news agency, provides subscribers with news alerts to developing stories related to a specific company or industry.
Business Wire: monitors and distributes daily news headlines from major industries.
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20. Class Activity: Canada’s Top-Managed Company
2012 top Canadian best-managed company
Canada’s 50 Best
What do you think it takes to be one of Canada’s top-managed companies?
Beyond the Book
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21. What Companies Look for in Managers
Technical Skills: ability to apply the specialized procedures, techniques, and knowledge required to get the job done
Human Skills: ability to work well with others; is equally important at all levels of management, from first-line supervisors to CEOs
Conceptual Skills: ability to see the organization as a whole, how the different parts of the company affect each other, and how the company fits into or is affected by its external environment 5
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22. What Companies Look for in Managers
Motivation to Manage: assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively toward others, tell others what to do, reward good behaviour and punish poor behaviour, perform actions that are highly visible to others, and handle and organize administrative tasks 5
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Management Skills
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24. Mistakes Managers Make
Most common mistakes made by derailers are
being insensitive to others, through their abrasive, intimidating, and bullying management style.
betraying a trust.
being overly political and ambitious.
being unable to delegate, build a team, and staff effectively. 6
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25. Top Ten Mistakes Managers Make
1. Specific business problems
2. Insensitivity (abrasive, intimidating, bully)
3. Cold, aloof, arrogant
4. Betrayed trust
5. Overmanaging, failing to delegate
6. Overly ambitious
7. Failed to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overly dependent on advocate or mentor
Source: M.W. McCall, Jr., and M. M. Lombardo, “What Makes a Top Executive?” Psychology Today, February 1983, 6
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26. Stages in the Transition to Management7
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27. Class Activity: Why Management Matters
Organizations that practise good management principles provide a healthier and more positive work environment for their employees, which can lead to enhanced organizational performance.
Give examples that support this statement.
Beyond the Book
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28. Competitive Advantage through People
Management Practices in Top-Performing Companies
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 8
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29. Competitive Advantage through People
Competitive Advantages of Well-Managed Companies
Sales Revenues
Profits
Customer Satisfaction
Stock Market Returns
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