1. Chapter 1
The Manager’s Job

2. Types and Levels of Managers
Top-Level Managers (C-level)
Middle-Level Managers
First-level Managers
Functional and General Managers
Administrators
Entrepreneurs and Business Owners
Team Leaders

3. The Process of Management
Managers use human, financial, physical, and information resources
Planning (goals and plans)
Organizing and Staffing
Leading (includes setting a vision)
Controlling (measures performance and makes adjustments)

4. 17 Managerial Roles Planning Strategic planner Operational planner
Organizing and Staffing
Organizer
Liaison
Staffing coordinator
Resource allocator
Task delegator

5. Leading (roles 8 through 15)
Figurehead
Spokesperson
Negotiator
Motivator and coach
Team builder
Team player
Technical problem solver
Entrepreneur

6. Controller Roles Monitor Disturbance handler
Role emphasis varies with management level. For example, executives engage in more strategic planning.

7. Five Key Managerial Skills
Technical (hard skills)
Interpersonal skill (human relations)
Conceptual skill (big picture)
Diagnostic (investigate and solve problems)
Political (acquire , retain power)

8. Manager as Integrator of Five Mindsets
Managing Self: reflective mindset
Managing Organizations: analytical mindset
Managing Context: worldly mindset
Managing Change: action mindset
Managing Relationships: collaborative mindset

9. How to Develop Management Skills
Conceptual knowledge
Knowledge demonstrated by examples
Skill-development exercises
Feedback on skill utilization
Frequent practice including adjustments based on feedback

10. Evolution of Management Thought
Classical approach (scientific, administrative management)
Behavioral approach (people focus)
Quantitative approach
Systems perspective
Contingency approach (situational)
Information technology & beyond