1. MANAGEMENT
R I C H A R D L . D A F T

2. Managing in Turbulent Times
Managing in Turbulent Times
CHAPTER 1

3. Learning Objectives
Describe the four management functions and the type of management activity associated with each.
Explain the difference between efficiency and effectiveness and their importance for organizational performance.
Describe management types and the horizontal and vertical differences between them.
Describe conceptual, human, and technical skills and their relevance for managers and employees.
Define 10 roles that managers perform in organization.

4. Learning Objectives (contd.)
Learning Objectives (contd.)
Understand the personal challenges involved in becoming a new manager in an organization in today’s world.
Discuss the management competencies needed to deal with today’s turbulent environment, including issues such as diversity, globalization, and rapid changes.
Explain the leadership skills needed for effective crisis management.

5. The Nature of Management
The Nature of Management
Managers have to cope with diverse and far-reaching challenges
To keep pace with ever-advancing technology
To find ways to incorporate the Internet and e-business into their strategies and business model
Strive to remain competitive in a dynamic and far reaching world

6. What Do Managers Have in Common?
What Do Managers Have in Common?
They get things done through their organization.
They create the systems, conditions and environment that enable organizations to survive and thrive beyond the tenure of any specific supervisor or manager.

7. Definition of Management
Definition of Management
The attainment of organizational goals in an effective and efficient manner through
Four functions
planning,
organizing,
leading, and
controlling organizational resources.
Managers use a multitude of skills to perform functions

8. Functions of Management
Functions of Management
Planning
Leading
Controlling
Organizing
Use influence to motivate employees
Select goals and ways to attain them
Assign responsibility for task accomplishment
Monitor activities and make corrections

9. The Process of Management
The Process of Management
Planning
Leading
Resources
Controlling
Organizing
Performance
Human
Financial
Raw Materials
Technological
Information
Attain goals
Products
Services
Efficiency
Effectiveness
Use influence to motivate employees
Select goals and ways to attain them
Assign responsibility for task accomplishment
Monitor activities and make corrections
Exhibit 1.1

10. Planning Function Definition Corporate Examples
Planning Function
Definition
Defines goals for future organizational performance
Decides tasks and use of resources needed
Corporate Examples
Planning – AOL Time Warner – The Lord of the Rings
Lack of planning – Merry-Go-Round

11. Organizing Function Definition
Organizing Function
Definition
Follows planning
Reflects how organization tries to accomplish plan
Involves assignment of
tasks into departments
authority and allocation of resources across organization
Corporate Examples - Structural reorganizations
IBM, the Catholic Church, Microsoft, Motorola, the FBI

12. Leading Function Definition
Leading Function
Definition
The use of influence to motivate employees to achieve the organization’s goals.
Corporate Examples – Michael Dell, Meg Whitman of eBay, Cara Kakuda of Nextel

13. Controlling Function Definition Monitoring employees’ activities
Controlling Function
Definition
Monitoring employees’ activities
Determining whether the organization is on target toward its goals
Making corrections as necessary

14. Controlling Function New Trends
Controlling Function
New Trends
Empowerment and trust of employees = training employees to monitor and correct themselves
New information technology provides control without strict top-down constraints
Lack of Control Information can lead to Organizational Failure

15. Organizational Performance
Organizational Performance
Attainment of organizational goals in an efficient and effective manner
2nd half of definition of management
The Process of Management

16. Organizational Performance
Organizational Performance
Organization - social entity that is goal directed and deliberately structured
Effectiveness - degree to which organization achieves a stated goal
Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output
Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner

17. Management Skills
Exhibit 1.2

18. Management Skills
Conceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its parts
Human Skills – ability to work with and through other people and to work effectively as a group member
Technical Skills – understanding of and proficiency in the performance of specific tasks
When skills Fail
Experiential Exercise: Management Aptitude Questionnaire

19. Management Types - Vertical
Management Types - Vertical
Managerial Levels in the Organizational Hierarchy
Managerial Levels in the Organizational Hierarchy
Exhibit 1.3

20. Management Types - Horizontal
Management Types - Horizontal
Functional Managers
Responsible for a department that performs a single functional task and
Has employees with similar training and skills
General Managers
Responsible for several departments that perform different functions

21. Managerial Types - Horizontal
Managerial Types - Horizontal
Functional Managers
Advertising
Sales
Finance
Human Resources
Manufacturing
Accounting
General Managers
Self-contained division such as a Macy’s department store
Project managers have general management responsibility as they coordinate people across several departments

22. What is it like to be a Manager?
What is it like to be a Manager?
Manager Activities
Multitasking Fragmentation, Variety, Brevity
Life on Speed Dial
Manager’s Role
Set of expectations for one’s behavior
Diverse activities --10 roles

23. Making the Leap From Individual Performer to
Manager
Exhibit 1.4

24. Ten Manager Roles Category Role Informational Monitor Disseminator
Ten Manager Roles
Category
Role
Informational
Monitor
Disseminator
Spokesperson
Interpersonal
Figurehead
Leader
Liaison
Decisional
Entrepreneur
Disturbance handler
Resource allocator
negotiator

25. Hierarchical Levels
Exhibit 1.6

26. Managing in Small Businesses and Nonprofit Organizations
Managing in Small Businesses and Nonprofit Organizations
Role Differences
Source of Financial Resources
Unconventional Bottomline

27. Management and the New Workplace
Management and the New Workplace
Exhibit 1.7

28. Management and the New Workplace
Management and the New Workplace
Forces on organizations
New Management Competencies
Dispersed leadership
Empowering others
Collaborative relationships
Team-building skills
Learning organization

29. Managing During Turbulent Times
Managing During Turbulent Times
Stay Calm
Be Visible
Put People Before Business
Tell the Truth
Know When to Get Back to Business