1. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2.  Rapid environmental shifts:  Technology  Globalization  Shifting social values  In the new workplace, work is free-flowing and flexible  Success depends on innovation and continuous improvement 2

3. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managers  do more with less  engage hearts and minds  see change as natural  inspire vision and cultural values  allow people to create a collaborative workplace  allow people to create a productive workplace 3

4. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources  Today’s effective manager is an enabler who helps people do and be their best.  Today’s best managers are “future-facing.”  Managers employ an empowering leadership style. 4

5. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. II 5

6. 6

7. 7

8.  Organization : 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 8

9. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  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 9

10. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10

11. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11

12. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Missteps and unethical behavior have been in the news  During turbulent times, managers must apply their skills  Common management failures:  Not listening to customers  Unable to motivate employees  Not building teams  Inability to create cooperation  Failure to clarify performance expectations  Poor communication and interpersonal skills 12

13. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13

14. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Top managers : Responsible for the entire organization  Middle managers : Responsible for business units  Project managers : Responsible for misinterpreting signals  First-line managers : Responsible for production of goods and services 14

15. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15

16. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Functional managers : Responsible for departments that perform specific tasks  General managers : Responsible for several departments 16

17. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  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 in a “trial by fire” 17

18. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18

19. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  The increased workload  The challenge of supervising former peers  The headache of responsibility for other people  Being caught in the middle 19

20. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Adventures in multitasking  Activity characterized by variety, fragmentation, and brevity  Less than nine minutes on most activities  Managers shift gears quickly  Life on speed dial  Work at unrelenting pace  Interrupted by disturbances  Always working (catching up) 20

21. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Role : Set expectations for a manager’s behavior  Every role undertaken by a manager accomplishes the functions of:  Planning  Organizing  Leading  Controlling 21

22. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22

23. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Manager roles are important to understand but they are not discrete activities  Management cannot be practiced as independent parts  Managers need time to plan and think 23

24. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24

25. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Small businesses are growing  Inadequate management skills is a threat  The roles for small business managers differ  Entrepreneurs must promote the business  Nonprofits need management talent  Apply the four functions of management to make social impact  More focus on keeping costs low  Need to measure intangibles like “improving public health” 25