1. Management, by Williams South-Western College Publishing Copyright © 2000 Chapter 1 Management

2. Management, by Williams South-Western College Publishing Copyright © 2000 2 What Would You Do? 4Sales up 40% 4What is your role as CEO? 4What is the role of middle management? 4What is good management?

3. Management, by Williams South-Western College Publishing Copyright © 2000 3 After discussing this section, you should be able to: Learning Objectives What is Management? ¬describe what management is. ­explain the four functions of management.

4. Management, by Williams South-Western College Publishing Copyright © 2000 4 Management is... 4Getting work done through others 4Managers are concerned with: Tefficiency âgetting work done with a minimum of effort, expense or waste Teffectiveness âaccomplishing tasks that help fulfill organizational objectives

5. Management, by Williams South-Western College Publishing Copyright © 2000 5 What Really Works

6. Management, by Williams South-Western College Publishing Copyright © 2000 6 Management Functions “Old” 4Planning 4Organizing 4Leading 4Controlling “New” 4Making Things Happen 4Meeting the Competition 4Organizing People, Projects, and Processes 4Leading Adapted from Figure 1.1

7. Management, by Williams South-Western College Publishing Copyright © 2000 7 Making Things Happen 4Determining what you want to accomplish 4Planning how to achieve those goals 4Gathering and managing the information needed to make good decisions 4Controlling performance

8. Management, by Williams South-Western College Publishing Copyright © 2000 8 Meeting the Competition 4Consider the threat from international competitors 4Have a well-thought-out competitive strategy 4Be able to embrace change and foster new product and service ideas 4Structure their organizations to quickly adapt to changing customers and competitors

9. Management, by Williams South-Western College Publishing Copyright © 2000 9 Organizing People, Projects, and Processes 4Consideration of people issues 4Consideration of work processes

10. Management, by Williams South-Western College Publishing Copyright © 2000 10 Leading 4Motivation 4Inspiration 4Communication 4Perspiration

11. Management, by Williams South-Western College Publishing Copyright © 2000 11 After discussing this section, you should be able to: Learning Objectives What Do Managers Do? ®describe different kinds of managers. ¯explain the major roles and subroles that managers perform in their jobs.

12. Management, by Williams South-Western College Publishing Copyright © 2000 12 What Managers Do 4Top Managers 4Middle Managers 4First-Line Managers 4Team Leaders

13. Management, by Williams South-Western College Publishing Copyright © 2000 13 Top Managers Responsible for: 4Creating a context for change 4Developing attitudes of commitment and ownership in employees 4Creating a positive organizational culture through language and action 4Monitoring their business environments

14. Management, by Williams South-Western College Publishing Copyright © 2000 14 Middle Managers Responsible for: 4Planning and allocating resources to meet objectives 4Coordinating and linking groups, departments, and divisions 4Monitoring and managing the performance of the subunits and individual managers who report to them 4Implementing the changes or strategies generated by top managers

15. Management, by Williams South-Western College Publishing Copyright © 2000 15 First-Line Managers Responsible for: 4Managing the performance of entry-level employees 4Teaching entry-level employees how to do their jobs 4Making detailed schedules and operating plans based on middle management’s intermediate range plans

16. Management, by Williams South-Western College Publishing Copyright © 2000 16 Team Leaders Responsible for: 4Facilitating team performance 4Managing external relationships 4Internal team relationships

17. Management, by Williams South-Western College Publishing Copyright © 2000 17 Managerial Roles Interpersonal figurehead leader liaison Informational monitor disseminator spokesperson Decisional entrepreneur disturbance handler resource allocator negotiator H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973) Adapted from Figure 1.3

18. Management, by Williams South-Western College Publishing Copyright © 2000 18 Back to the Future 4Technology may change the way managers perform those roles Tcellular phone and palmtop computer

19. Management, by Williams South-Western College Publishing Copyright © 2000 19 After discussing this section you should be able to: Learning Objectives What Does it Take to Be a Manager? °explain what companies look for in managers. ±discuss the top mistakes that managers make in their jobs. ²describe the transition that employees go through when they are promoted to management.

20. Management, by Williams South-Western College Publishing Copyright © 2000 20 What Companies Look For in Managers 4Technical skills Tspecialized knowledge 4Human Skills Tability to work with others 4Conceptual Skill Tability to see the organization as whole 4Motivation to Manage Ta desire to be in charge

21. Management, by Williams South-Western College Publishing Copyright © 2000 21 Low ImportanceHigh Importance Top Managers Middle Managers First-line Managers Team Leaders Adapted from Figure 1.4 Human Skills Technical Skills Motivation to Manage Conceptual Skills

22. Management, by Williams South-Western College Publishing Copyright © 2000 22 Mistakes Managers Make 4Insensitive to others 4Cold, aloof, and/or arrogant 4Betraying a trust 4Overly ambitious 4Performance problems with the business Adapted from Table 1.1

23. Management, by Williams South-Western College Publishing Copyright © 2000 23 Mistakes Managers Make (cont’d) 4Overmanaging: unable to delegate or build a team 4Unable to staff effectively 4Unable to think strategically 4Unable to adapt to boss with different style 4Overdependent on advocate or mentor Adapted from Table 1.1

24. Management, by Williams South-Western College Publishing Copyright © 2000 24 First-Year Management Transition Adapted from Table 1.2

25. Management, by Williams South-Western College Publishing Copyright © 2000 25 Been There, Done That 4Travis Reynolds, 24, is a new first-level manager 4First month was high stress Tempowered, but wasn’t empowering others Toverly tough on employees Ttried too hard to prove himself 4Learned from his mistakes Tnow loves his job

26. Management, by Williams South-Western College Publishing Copyright © 2000 26 The Transition to Management Initial Assumptions 4Exercise formal authority 4Managing tasks not people 4Help employees do their jobs 4Hire and fire Reality 4Cannot be “bossy” 4Manage people not tasks 4Coach employee performance 4Fast pace, heavy workload

27. Management, by Williams South-Western College Publishing Copyright © 2000 27 After discussing this section, you should be able to: Learning Objectives Why Management Matters. ³explain how and why companies can create competitive advantage through people.

28. Management, by Williams South-Western College Publishing Copyright © 2000 28 Competitive Advantage Through People: 13 Practices 4Employment Security 4Selectivity in Recruiting 4High Wages 4Incentive Pay 4Employee Ownership 4Information Sharing 4Participation and Empowerment 4Self-Managed Teams 4Training and Skill Development 4Cross-Utilization and Cross-Training 4Symbolic Egalitarianism 4Wage Compression 4Promotion from Within Adapted from Table 1.3

29. Management, by Williams South-Western College Publishing Copyright © 2000 29 What Really Happened 4Split into 3 companies 4Give more control to middle managers 4Focus on new venture development