Chapter 1

Report
Chapter 1
Management
© 2014 Cengage Learning
MGMT6
1-1 describe what management is
1-2 explain the four functions of management
1-3 describe different kinds of managers
1-4 explain the major roles and subroles that managers
perform in their jobs
1-5 explain what companies look for in managers
1-6 discuss the top mistakes that managers make in their
jobs
1-7 describe the transition that employees go through
when they are promoted to management
1-8 explain how and why companies can create
competitive advantage through people
© 2014 Cengage Learning
Management Is…
• Getting work done through others
• Efficiency – getting work done with a
minimum of effort, waste, or expense
• Effectiveness – accomplishing tasks
that help fulfill organizational
objectives
© 2014 Cengage Learning
1-1
© 2014 Cengage Learning
1-1
Management Functions
• Planning
– determining organizational goals and
a means for achieving them
• Organizing
– deciding where decisions will be made,
who will do what jobs and tasks, and
who will work for whom in the
company
1-2
© 2014 Cengage Learning
Management Functions
• Leading
– inspiring and motivating workers to
work hard to achieve organizational
goals
• Controlling
– monitoring progress toward goal
achievement and taking corrective
action when progress isn’t being made
1-2
© 2014 Cengage Learning
© 2014 Cengage Learning
1-3
Top Managers
• CEO, COO, CFO, CIO
• Responsible for overall direction of the
organization
• Responsible for creating a context for
change
• Develop employees’ commitment to and
ownership of company performance
• Create a positive organizational culture
through language and action
• Responsible for monitoring the business
environment
© 2014 Cengage Learning
1-3
Middle Managers
•
•
•
•
•
•
Plant manager, regional manager, divisional manager
Set objectives consistent with top management’s
goals
Implement subunit strategies for achieving objectives
Plan and allocate resources to meet objectives
Coordinate and link groups, departments, and
divisions
Monitor and manage subunits and individual
managers
© 2014 Cengage Learning
1-3
First-Line Managers
• Office manager, shift supervisor, department
manager
• Train and supervise the performance of
nonmanagerial employees
• Teach entry-level employees how to do their
jobs
• Encourage, monitor, and reward employees’
performance
• Make detailed schedules and operating plans
© 2014 Cengage Learning
1-3
Team Leaders
• Facilitate team activities toward accomplishing
a goal
• Help team members plan and schedule work,
learn to solve problems, and work effectively
with each other
• Manage internal and external relationships
© 2014 Cengage Learning
1-3
© 2014 Cengage Learning
1-4
Interpersonal Roles
• Figurehead
– managers perform ceremonial duties
• Leader
– managers motivate and encourage workers
to accomplish organizational objectives
• Liaison
– managers deal with people outside their
units
© 2014 Cengage Learning
1-4
Informational Roles
• Monitor
– managers scan their environment for information
and receive unsolicited information
• Disseminator
– managers share information with subordinates
and others in the company
• Spokesperson
– managers share information with people outside
of the company
© 2014 Cengage Learning
1-4
Decisional Roles
• Entrepreneur
– managers adapt themselves, their
subordinates, and their units to change
• Disturbance handler
– managers respond to problems so
severe that they demand immediate
action
1-4
© 2014 Cengage Learning
Decisional Roles
• Resource allocator
– managers decide who will get what
resources and in what amounts
• Negotiator
– managers negotiate schedules,
projects, goals, outcomes, resources,
and employee raises
1-4
© 2014 Cengage Learning
© 2014 Cengage Learning
1-5
What Companies Look For
• Technical skills
– specialized procedures, techniques, and
knowledge required to get the job done
• Human skills
– ability to work well with others
© 2014 Cengage Learning
1-5
What Companies Look For
• Conceptual skills
– ability to see the organization as a whole, to
recognize how the company fits into its external
environment
• Motivation to manage
– an assessment of how motivated employees are to
interact with superiors, participate in competitive
situations, behave assertively with others, tell
others what to do, reward good behavior, punish
poor behavior, perform actions that are highly
visible to others, and handle and organize
administrative tasks
© 2014 Cengage Learning
1-5
Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating, bullying
style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
© 2014 Cengage Learning
1-6
© 2014 Cengage Learning
1-7
© 2014 Cengage Learning
1-8
Camp Bow Wow
1.
2.
3.
<click screenshot for video>
Identify three skills that
companies look for in
managers and explain which
might be most needed for
the Camp Bow Wow leaders
highlighted in the video.
Which activities at Camp
Bow Wow require high
efficiency? Which activities
require high effectiveness?
3. List two activities that
leaders at Camp Bow Wow
perform daily, and identify
which of the managerial
roles discussed in the
chapter figure prominently
for each.
© 2014 Cengage Learning

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