1. Management A Practical Introduction Third Edition
Angelo Kinicki &
Brian K. Williams

2. Chapter 1: The Exceptional Manager
What You Do, How You Do It
Rewards
Six Challenges
Four Functions
Levels & Areas of Management
Roles Managers Play
Entrepreneurship
Skills Managers Need
The Manager’s Toolbox: Becoming a Star Manager: Rules for Advancing Your Career
There are five strategies for staying ahead in the workplace:
Take charge of your career and avoid misconceptions.
Develop new capacities.
Anticipate and adapt to, even embrace, change.
Keep learning.
Develop your people and communications skills.
For Discussion: Ask students which of these skills they think is most important—and why?

3. 1.1 Management: What It Is, What Its Benefits Are
Management is defined as
1) the pursuit of organizational goals efficiently and effectively by
2) integrating the work of people through
3) planning, organizing, leading, and controlling the organization’s resources (four functions of management)

4. 1.1 Management: What It Is, What Its Benefits Are
where:
efficiency is the means of attaining the organization’s goals
Efficient organizations use resources like people, money, and raw materials wisely and cost effectively

5. 1.1 Management: What It Is, What Its Benefits Are
and:
effectiveness is the ends or goals the organization is trying to achieve
Effective organizations achieve results, make the right decisions, and successfully carry them out so that the goals are achieved

6. 1.1 Management: What It Is, What Its Benefits Are
WHY ORGANIZATIONS VALUE MANAGERS: THE MULTIPLIER EFFECT
Good managers create value through the multiplier effect where their influence on the organization is multiplied beyond what could be achieved by someone acting alone
The rewards of being an exceptional manager typically include good salaries and many benefits

7. 1.1 Management: What It Is, What Its Benefits Are
You can benefit from studying and practicing management by
learning how to deal with organizations from the outside
understanding how to relate to supervisors and how to interact with coworkers
understanding how to manage yourself in the workplace
experiencing a sense of accomplishment
stretching your abilities and magnifying your range of accomplishments
building a catalog of successful products or services

8. Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not a reward from studying management?
A) building a catalog of successful products or services
B) understanding how to relate to supervisors
C) understanding how to interact with coworkers
D) understanding how to deal with organizations from the outside
The correct answer is A.

9. 1.2 Six Challenges To Being A Star Manager
To be a star manager, you need to
manage for competitive advantage
manage for diversity in race, ethnicity, gender, and so on
manage for the effects of globalization
manage for the effects of information technology
manage to maintain ethical standards
manage for the achievement of your own happiness and lifetime goals

10. 1.2 Six Challenges To Being A Star Manager
CHALLENGE #1: MANAGING FOR COMPETITIVE ADVANTAGE—STAYING AHEAD OF RIVALS
Competitive advantage is the ability of an organization to produce goods or services more efficiently than competitors do, thereby outperforming them

11. 1.2 Six Challenges To Being A Star Manager
In order to stay ahead of rivals, firms need to be better at responding to:
customers
innovation
quality
efficiency

12. Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
In order to stay ahead of rivals, firms need to be better at all of the following except
A) innovation
B) implementation
C) efficiency
D) quality
The correct answer is B.

13. 1.2 Six Challenges To Being A Star Manager
CHALLENGE #2: MANAGING FOR DIVERSITY—THE FUTURE WON’T RESEMBLE THE PAST
In the future, managers will be challenged to maximize the contributions of employees that are diverse in gender, age, race, and ethnicity

14. 1.2 Six Challenges To Being A Star Manager
CHALLENGE #3: MANAGING FOR GLOBALIZATION—THE EXPANDING MANAGEMENT UNIVERSE
Managing for globalization is a complex, ongoing challenge
It is important for managers to understand how cultural differences affect an organization

15. 1.2 Six Challenges To Being A Star Manager
CHALLENGE #4: MANAGING FOR INFORMATION TECHNOLOGY
Managing the Internet (the global network of independently operating but interconnected computers, linking hundreds of thousands of smaller networks around the world) is perhaps the biggest information technology challenge for managers

16. 1.2 Six Challenges To Being A Star Manager
E-commerce (electronic commerce—the buying and selling of goods or services over computer networks) is changing the way entire industries work
Information technology has facilitated e-business (using the Internet to facilitate every aspect of running a business), (text messages and documents transmitted over a computer network) and project management software (programs for planning and scheduling the people, costs, and resources to complete a project on time)

17. 1.2 Six Challenges To Being A Star Manager
Thanks to new technologies, employees may
telecommute (work from home or a remote location using a variety of information technologies)
use videoconferencing video and audio links along with computers that let people in different locations see, hear, and talk with one another)
engage in collaborative computing (state-of-the-art computer software and hardware that helps people work better together)
use knowledge management (implementing of systems and practices to increase the sharing of knowledge and information throughout an organization)

18. 1.2 Six Challenges To Being A Star Manager
CHALLENGE #5: MANAGING FOR ETHICAL STANDARDS
Pressure to meet sales, production, and other targets can create ethical dilemmas for managers
CHALLENGE #6: MANAGING FOR YOUR OWN HAPPINESS AND LIFE GOALS
Managers need to consider whether meeting the organization’s challenges is also personally fulfilling

19. 1.3 What Managers Do: The Four Principal Functions
WHAT MANAGERS DO: THE FOUR PRINICPAL FUNCTIONS
Four functions: planning, organizing, leading, and controlling make up the management process
Lecture Note: Ask students what managers do. Try to get students to organize their responses according to functional areas.

20. 1.3 What Managers Do: The Four Principal Functions
Figure 1.1: The Management Process
Figure 1.1: The Management Process
Figure 1.1: The Management Process

21. 1.3 What Managers Do: The Four Principal Functions
Planning is setting goals and deciding how to achieve them
Organizing involves arranging tasks, people, and other resources to accomplish work
Leading is defined as motivating, directing, and otherwise influencing people to work hard to achieve the organization’s goals
Controlling involves monitoring performance, comparing it with goals, and taking corrective action as needed

22. 1.4 Pyramid Power: Levels & Areas of Management
There are three levels of management: top, middle, and first line
Managers can also be general managers and functional managers
While the traditional management structure is a pyramid-like model with the CEO at the top and layers of managers below, the model of the future is more like an orchestra where workers are the musicians, and their manager is the conductor

23. 1.4 Pyramid Power: Levels & Areas of Management
Figure 1.2: The Levels and Areas of Management

24. Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not one of the four management functions?
A) planning
B) controlling
C) leading
D) implementing
The answer is D.

25. 1.4 Pyramid Power: Levels & Areas of Management
Top managers make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it
Middle managers implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them
First line managers make short-term operating decisions, directing the daily tasks of non-managerial personnel

26. 1.4 Pyramid Power: Levels & Areas of Management
AREAS OF MANAGEMENT: FUNCTIONAL MANAGERS VERSUS GENERAL MANAGERS
Organizations are run by two types of managers:
functional managers are responsible for just one organizational activity for example Director of Finance
general managers are responsible for several organizational activities like Executive Vice President

27. 1.4 Pyramid Power: Levels & Areas of Management
There are three types of organizations:
for-profit organizations are formed to make money by selling products or services
not-for-profit organizations (ex. The Red Cross) offer services without making a profit for its owners
mutual-benefit organizations like trade associations advance members’ interests
Managers perform the same management functions regardless of the type of organization

28. 1.5 Roles Managers Must Play Successfully
Research shows that
managers rely more on verbal than on written communication
managers work long hours at an intense pace
managers’ work is characterized by fragmentation, brevity, & variety
Practical Action: Managing Information Overload: Keep Your Eye on the Big Picture
Summary:
This Practical Action looks at how top managers stay focused on their priorities despite being continually bombarded with other things. One key to staying focused is to avoid multitasking, and instead concentrate on one thing at a time.

29. 1.5 Roles Managers Must Play Successfully
To be successful, managers must be able to play three roles:
interpersonal roles (figurehead, leader, and liaison) involve managers interacting with people inside and outside their work units
informational roles (monitor, disseminator, and spokesperson) require managers to receive and communicate information
decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator) require managers to make decisions to solve problems or take advantage of opportunities

30. Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
Which of the following is an informational role?
A) entrepreneur
B) liaison
C) monitor
D) negotiator
The answer is C.

31. 1.6 The Entrepreneurial Spirit
Entrepreneurship is the process of taking risks to create a new enterprise
An entrepreneur is someone who sees a new opportunity for a product or service and launches a business to try to realize it
An intrapreneur is someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization’s resources to try to realize it
Lecture Note: Many students will probably know someone who has started a small business. Ask students to describe the management qualities of these individuals and how they’ve helped the entrepreneurs become successful. Then consider companies like Google and what makes those companies phenomenally successful.

32. 1.6 The Entrepreneurial Spirit
How Do Entrepreneurs & Managers Differ?
Entrepreneurs start businesses, managers grow or maintain businesses
Both entrepreneurs and managers
-have a high need for achievement
-believe in personal control of destiny
-have high energy levels and an action orientation
-have a high tolerance for ambiguity
Entrepreneurs more than managers
-have high self confidence and tolerance for risk

33. 1.7 The Skills Star Managers Need
Good managers need to have
technical skills -the ability to perform a specific job
conceptual skills -the ability to think analytically and
human skills -the ability to interact with others
Lecture Note: Ask students to list specific skills that a good manager should have, then have the students categorize them into technical, conceptual, and human skills.

34. 1.7 The Skills Star Managers Need
Today, companies want managers with
-the ability to motivate and engage others
-the ability to communicate
-work experience outside the U.S.
-high energy levels to meet the demands of global travel and a 24/7 world
Taking Something Practical Away From This Chapter: Getting Control of Your Time: Dealing with the Information Deluge in College & in Your Career
This box explores skills that are useful for time management. It offers tips on developing good study habits, improving memory ability, improving reading ability, learning form lectures, and becoming an effective test taker.
Specifically,
Make a study schedule. Find some good places to study. Avoid time wasters, but reward your studying.
Space your studying, rather than cramming. Review information repeatedly. Use memorizing tricks.
Survey a chapter before reading it. Question the segment in the chapter before you read it. Read the segment about which you asked the question. Recite the main points of the segment. Review the entire chapter by repeating questions.
Take effective notes by listening actively. Read ahead and anticipate the lecturer. Listen for signal words. Take notes in your own words. Ask questions.
Review your notes regularly. Review material that is emphasized. Review material that is enumerated. Review other tests.
Review your notes. Find a good test taking spot. Read the test directions. Budget your time.
Answer the essay questions first. Answer all questions. Eliminate the options.
Anticipate 10 probable essay questions. Prepare and memorize informal essay answer.

35. Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not one of the three skills managers should cultivate?
A) technical skills
B) entrepreneurial skills
C) conceptual skills
D) human skills
The answer is B.