1. Managing in Turbulent Times
Chapter 1
Managing in Turbulent Times

2. The Definition of Management
Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
Managers get things done through the organization
Create right systems and environment
Organizations need good managers
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3. 1.1 What Do Managers Do?
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4. 1.2 The Process of Management
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5. Organizational Performance
An organization is a social entity that is goal directed and deliberately structured
Organizational effectiveness – providing a product or service that customers value
Organizational efficiency refers to the amount of resources used to achieve an organizational goal
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

6. Management Skills
Three categories of skills: conceptual, human, technical
The degree of the skills may vary but all managers must possess the skills
The application of management skills change as managers move up the hierarchy
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7. 1.3 Relationship of Skills to Management
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8. When Skills Fail
During turbulent times, managers must apply their skills
Common management failures:
Not listening to customers
Misinterpreting signals from marketplace
Not building cohesive teams
Inability to execute strategies
Failure to comprehend and adapt to change
Poor communication and interpersonal skills
Treating people as instruments, suppressing dissent, and the inability to build a management team characterized by mutual trust and respect
Missteps and unethical behavior have been in the news
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9. Management Types: Vertical
Top managers are responsible for the entire organization (titles such as CEO, president, executive director, vice president etc)
Middle managers are responsible for business units (department head, division head, manager of quality control etc.)
First-line managers are responsible for production of goods and services (supervisor, section chief, line manager, office manager etc.)
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10. Management Types: Horizontal
Functional Managers are responsible for departments that perform specific tasks
Line managers (e.g., production managers)
Staff managers (e.g., finance, accounting, HR)
General Managers are responsible for several departments
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11. 1.5 Management Levels
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12. Making The Leap: Becoming A New Manager
Organizations often promote star performers to management
Becoming a manager is a transformation
Move from being a doer to a coordinator
Many new managers expect more freedom to make changes
Successful managers build teams and networks
Many make the transformation “trial by fire”
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13. Ten Manager Roles Decisional Informational Interpersonal Entrepreneur
Monitor
Disseminator
Spokesperson
Interpersonal
Figurehead
Leader
Liaison
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Informational roles: Include functions used to maintain and develop an information network
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14. Manager Roles
Manager roles are important to understand but they are not discrete activities
Management can’t be practiced as independent parts
Managers need time to plan and think
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15. New Management Competencies
Collaboration across functions, levels, customers, and companies
Experimentation and learning are key values
Knowledge and information sharing
More challenges and changes are on the horizon! This is an exciting time in management.
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