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Chapter01
chapter one

                        Managers and Managing




McGraw-Hill/Irwin
Contemporary Management, 5/e
                                     Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives


1.   Describe what management is, why management is
     important, what managers do, and how managers
     utilize organizational resources efficiently and
     effectively to achieve organizational goals

2.   Distinguish among planning, organizing, leading,
     and controlling (the four principal managerial tasks),
     and explain how managers’ ability to handle each
     one affects organizational performance




                                               1-3
Learning Objectives

3.   Differentiate among three levels of management, and
     understand the tasks and responsibilities of managers
     at different levels in the organizational hierarchy

4.   Distinguish between three kinds of managerial skill,
     and explain why managers are divided into different
     departments to perform their tasks more efficiently and
     effectively.




                                               1-4
Learning Objectives

5.   Discuss some major changes in management
     practices today that have occurred as a result of
     globalization and the use of advanced information
     technology (IT).
6.   Discuss the principal challenges managers face in
     today’s increasingly competitive global environment




                                             1-5
What is Management?

• All managers work in organizations
• Organizations – collections of people
  who work together and coordinate their
  actions to achieve a wide variety of goals




                                   1-6
Question?

What is a person responsible for
   supervising the use of an
   organization’s resources to meet its
   goals?
A. Team leader
B. Manager
C. President
D. Resource allocator


                                  1-7
Managers

Managers –
  – The people responsible for supervising the
    use of an organization’s resources to meet
    its goals




                                     1-8
What is Management?


The planning, organizing, leading, and
 controlling of human and other resources
 to achieve organizational goals effectively
 and efficiently




                                   1-9
What is Management?

– Resources include people, skills, know-how
  and experience, machinery, raw materials,
  computers and IT, patents, financial capital,
  and loyal customers and employees




                                     1-10
Organizational Performance


A measure of how efficiently and effectively
  managers use available resources to
  satisfy customers and achieve
  organizational goals




                                  1-11
Figure 1.1
 1-12
Organizational Performance

Efficiency
  – A measure of how well or how productively
    resources are used to achieve a goal
Effectiveness
  – A measure of the appropriateness of the
    goals an organization is pursuing and the
    degree to which they are achieved.




                                      1-13
Why study management?

1. The more efficient and effective use of
   scarce resources that organizations
   make of those resources, the greater
   the relative well-being and prosperity of
   people in that society




                                   1-14
Why study management?

2. Helps people deal with their bosses
   and coworkers
3. Opens a path to a well-paying job and
   a satisfying
   career




                                 1-15
Managerial Tasks

• Managers at all levels in all
  organizations perform each of the four
  essential managerial tasks of planning,
  organizing, leading, and controlling




                                  1-16
Four Functions of Management




                         Figure 1.2
                       1-17
Planning



Process of identifying and selecting
  appropriate organizational goals and
  courses of action




                                  1-18
Steps in the Planning Process


•   Deciding which goals the organization
    will pursue
•   Deciding what courses of action to
    adopt to attain those goals
•   Deciding how to allocate
    organizational resources



                                 1-19
Planning

• Complex, difficult activity
• Strategy to adopt is not always
  immediately clear
• Done under
  uncertainty




                                    1-20
Organizing

Task managers perform to create a
 structure of working relationships that
 allow organizational members to interact
 and cooperate to achieve organizational
 goals




                                 1-21
Organizing

• Involves grouping people into
  departments according to the kinds of
  job-specific tasks they perform
• Managers lay out lines of authority and
  responsibility
• Decide how to coordinate organizational
  resources


                                 1-22
Organizational Structure


A formal system of task and reporting
  relationships that coordinates and
  motivates members so that they work
  together to achieve organizational goals




                                 1-23
Leading


Articulating a clear organizational vision for
  its members to accomplish, and energize
  and enable employees so that everyone
  understands the part they play in
  achieving organizational goals




                                    1-24
Leading

• Leadership involves using power,
  personality, and influence, persuasion,
  and communication skills

• Outcome of leadership is highly
  motivated and committed workforce




                                  1-25
Controlling

• Task of managers is to evaluate how
  well an organization has achieved its
  goals and to take any corrective actions
  needed to maintain or improve
  performance
  – The outcome of the control process is the ability to
    measure performance accurately and regulate
    organizational efficiency and effectiveness




                                             1-26
Decisional Roles

Roles associated with methods managers use in planning
  strategy and utilizing resources.
   – Entrepreneur—deciding which new projects or programs to
     initiate and to invest resources in.
   – Disturbance handler—managing an unexpected event or
     crisis.
   – Resource allocator—assigning resources between
     functions and divisions, setting the budgets of lower
     managers.
   – Negotiator—reaching agreements between other
     managers, unions, customers, or shareholders.




                                             1-27
Interpersonal Roles

Roles that managers assume to provide direction and
  supervision to both employees and the organization as
  a whole.
   – Figurehead—symbolizing the organization’s mission
     and what it is seeking to achieve.
   – Leader—training, counseling, and mentoring high
     employee performance.
   – Liaison—linking and coordinating the activities of
     people and groups both inside and outside the
     organization.



                                              1-28
Informational Roles

Roles associated with the tasks needed to obtain and
  transmit information in the process of managing the
  organization.
   – Monitor—analyzing information from both the internal
     and external environment.
   – Disseminator—transmitting information to influence the
     attitudes and behavior of employees.
   – Spokesperson—using information to positively
     influence the way people in and out of the organization
     respond to it.



                                                1-29
Levels of Management




                   Figure 1.3
                   1-30
Areas of Managers

Department
  – A group of managers and employees who
   work together and possess
   similar skills
   or use the same
   knowledge, tools,
   or techniques




                                 1-31
Levels of Management

• First line managers - Responsible for daily
 supervision of the non-managerial employees who
 perform many of the specific activities necessary
 to produce goods and services

• Middle managers - Supervise first-line
 managers. Responsible for finding the best way to
 organize human and other resources to achieve
 organizational goals



                                       1-32
Levels of Management

• Top managers –
  • Responsible for the performance of all departments
    and have cross-departmental responsibility.
  • Establish organizational goals and monitor middle
    managers
  • Decide how different departments should interact
  • Ultimately responsible for the success or failure of
    an organization




                                           1-33
Levels of Management

• Chief executive officer (CEO) is
  company’s most senior and important
  manager
• Central concern is creation of a smoothly
  functioning top-management team
  – CEO, COO, Department heads




                                  1-34
Relative Amount of Time That Managers Spend on
          the Four Managerial Functions




                                     Figure 1.4
                                    1-35
Question?

What skill is the ability to understand, alter,
  lead, and control the behavior of other
  individuals and groups?
A.   Conceptual
B.   Human
C.   Technical
D.   Managerial


                                     1-36
Managerial Skills

• Conceptual skills
   – The ability to analyze and diagnose a situation and
     distinguish between cause and effect.
• Human skills
   – The ability to understand, alter, lead, and control
     the behavior of other individuals and groups.
• Technical skills
   – Job-specific skills required to perform a particular
     type of work or occupation at a high level.



                                               1-37
Skill Types Needed




                       Figure 1.5
                     1-38
Core Competency

Specific set of departmental skills, abilities,
 knowledge and experience that allows
 one organization to outperform its
 competitors




                                     1-39
Restructuring


• Involves simplifying, shrinking, or
  downsizing an organization’s operations
  to lower operating costs

  – Can reduce the morale of remaining
    employees




                                    1-40
Outsourcing

• Contracting with another company, usually in
  a low cost country abroad, to perform a work
  activity the company previously performed
  itself
• Increases efficiency by lowering operating
  costs, freeing up money and resources that
  can now be used in more effective ways




                                    1-41
Empowerment

Involves giving
  employees more
  authority and
  responsibility over
  the way they perform
  their work activities




                           1-42
Self-managed teams

Groups of employees who assume
 collective responsibility for organizing,
 controlling, and supervising their own
 work activities




                                    1-43
Discussion Question

What is the biggest challenge for
   management in a Global Environment?
A. Building a Competitive Advantage
B. Maintaining Ethical Standards
C. Managing a Diverse Workforce
D. Global Crisis Management



                               1-44
Challenges for Management in
        a Global Environment

• Rise of Global Organizations.
• Building a Competitive Advantage
• Maintaining Ethical Standards
• Managing a Diverse Workforce
• Utilizing Information Technology and
  Technologies
• Global Crisis Management


                                         1-45
Building Competitive Advantage

• Competitive Advantage – ability of one
  organization to outperform other
  organizations because it produces
  desired goods or services more
  efficiently and effectively than its
  competitors




                                 1-46
Building Blocks of Competitive Advantage




                               Figure 1.6
                               1-47
Building Competitive Advantage

• Increasing efficiency
  – Reduce the quantity of resources used to
    produce goods or services
• Increasing Quality
  – Improve the skills and abilities of the
    workforce
  – Introduce total quality management



                                         1-48
Building Competitive Advantage

• Increasing speed, flexibility, and
  innovation
  – How fast a firm can bring new products to
    market
  – How easily a firm can change or alter the
    way they perform their activities




                                       1-49
Building Competitive Advantage

• Innovation
  – Process of creating new or improved goods
    and services that customers want
  – Developing better ways to produce or
    provide goods and services




                                    1-50
Turnaround Management

• Difficult and complex management task
• Done under conditions of great
  uncertainty
• Risk of failure is greater for a troubled
  company
• More radical restructuring necessary



                                   1-51
Maintaining Ethical and Socially
      Responsible Standards

• Managers are under considerable
  pressure to make the best use of
  resources
• Too much pressure may induce
  managers to behave unethically, and
  even illegally




                                1-52
Managing a Diverse Workforce

• To create a highly trained and motivated
  workforce managers must establish
  HRM procedures that are legal, fair and
  do not discriminate against
  organizational members




                                  1-53
Global Crisis Management

May be the result of:
• Natural causes
• Manmade causes
• International terrorism
• Geopolitical conflicts




                            1-54
Movie Example: Office Space

What type of manager
 is Bill Lumbergh in the movie
 “ Office Space”?




                                 1-55

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Chapter01

  • 2. chapter one Managers and Managing McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
  • 3. Learning Objectives 1. Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals 2. Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance 1-3
  • 4. Learning Objectives 3. Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy 4. Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. 1-4
  • 5. Learning Objectives 5. Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT). 6. Discuss the principal challenges managers face in today’s increasingly competitive global environment 1-5
  • 6. What is Management? • All managers work in organizations • Organizations – collections of people who work together and coordinate their actions to achieve a wide variety of goals 1-6
  • 7. Question? What is a person responsible for supervising the use of an organization’s resources to meet its goals? A. Team leader B. Manager C. President D. Resource allocator 1-7
  • 8. Managers Managers – – The people responsible for supervising the use of an organization’s resources to meet its goals 1-8
  • 9. What is Management? The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently 1-9
  • 10. What is Management? – Resources include people, skills, know-how and experience, machinery, raw materials, computers and IT, patents, financial capital, and loyal customers and employees 1-10
  • 11. Organizational Performance A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals 1-11
  • 13. Organizational Performance Efficiency – A measure of how well or how productively resources are used to achieve a goal Effectiveness – A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved. 1-13
  • 14. Why study management? 1. The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society 1-14
  • 15. Why study management? 2. Helps people deal with their bosses and coworkers 3. Opens a path to a well-paying job and a satisfying career 1-15
  • 16. Managerial Tasks • Managers at all levels in all organizations perform each of the four essential managerial tasks of planning, organizing, leading, and controlling 1-16
  • 17. Four Functions of Management Figure 1.2 1-17
  • 18. Planning Process of identifying and selecting appropriate organizational goals and courses of action 1-18
  • 19. Steps in the Planning Process • Deciding which goals the organization will pursue • Deciding what courses of action to adopt to attain those goals • Deciding how to allocate organizational resources 1-19
  • 20. Planning • Complex, difficult activity • Strategy to adopt is not always immediately clear • Done under uncertainty 1-20
  • 21. Organizing Task managers perform to create a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals 1-21
  • 22. Organizing • Involves grouping people into departments according to the kinds of job-specific tasks they perform • Managers lay out lines of authority and responsibility • Decide how to coordinate organizational resources 1-22
  • 23. Organizational Structure A formal system of task and reporting relationships that coordinates and motivates members so that they work together to achieve organizational goals 1-23
  • 24. Leading Articulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals 1-24
  • 25. Leading • Leadership involves using power, personality, and influence, persuasion, and communication skills • Outcome of leadership is highly motivated and committed workforce 1-25
  • 26. Controlling • Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance – The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness 1-26
  • 27. Decisional Roles Roles associated with methods managers use in planning strategy and utilizing resources. – Entrepreneur—deciding which new projects or programs to initiate and to invest resources in. – Disturbance handler—managing an unexpected event or crisis. – Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers. – Negotiator—reaching agreements between other managers, unions, customers, or shareholders. 1-27
  • 28. Interpersonal Roles Roles that managers assume to provide direction and supervision to both employees and the organization as a whole. – Figurehead—symbolizing the organization’s mission and what it is seeking to achieve. – Leader—training, counseling, and mentoring high employee performance. – Liaison—linking and coordinating the activities of people and groups both inside and outside the organization. 1-28
  • 29. Informational Roles Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization. – Monitor—analyzing information from both the internal and external environment. – Disseminator—transmitting information to influence the attitudes and behavior of employees. – Spokesperson—using information to positively influence the way people in and out of the organization respond to it. 1-29
  • 30. Levels of Management Figure 1.3 1-30
  • 31. Areas of Managers Department – A group of managers and employees who work together and possess similar skills or use the same knowledge, tools, or techniques 1-31
  • 32. Levels of Management • First line managers - Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services • Middle managers - Supervise first-line managers. Responsible for finding the best way to organize human and other resources to achieve organizational goals 1-32
  • 33. Levels of Management • Top managers – • Responsible for the performance of all departments and have cross-departmental responsibility. • Establish organizational goals and monitor middle managers • Decide how different departments should interact • Ultimately responsible for the success or failure of an organization 1-33
  • 34. Levels of Management • Chief executive officer (CEO) is company’s most senior and important manager • Central concern is creation of a smoothly functioning top-management team – CEO, COO, Department heads 1-34
  • 35. Relative Amount of Time That Managers Spend on the Four Managerial Functions Figure 1.4 1-35
  • 36. Question? What skill is the ability to understand, alter, lead, and control the behavior of other individuals and groups? A. Conceptual B. Human C. Technical D. Managerial 1-36
  • 37. Managerial Skills • Conceptual skills – The ability to analyze and diagnose a situation and distinguish between cause and effect. • Human skills – The ability to understand, alter, lead, and control the behavior of other individuals and groups. • Technical skills – Job-specific skills required to perform a particular type of work or occupation at a high level. 1-37
  • 38. Skill Types Needed Figure 1.5 1-38
  • 39. Core Competency Specific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors 1-39
  • 40. Restructuring • Involves simplifying, shrinking, or downsizing an organization’s operations to lower operating costs – Can reduce the morale of remaining employees 1-40
  • 41. Outsourcing • Contracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed itself • Increases efficiency by lowering operating costs, freeing up money and resources that can now be used in more effective ways 1-41
  • 42. Empowerment Involves giving employees more authority and responsibility over the way they perform their work activities 1-42
  • 43. Self-managed teams Groups of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities 1-43
  • 44. Discussion Question What is the biggest challenge for management in a Global Environment? A. Building a Competitive Advantage B. Maintaining Ethical Standards C. Managing a Diverse Workforce D. Global Crisis Management 1-44
  • 45. Challenges for Management in a Global Environment • Rise of Global Organizations. • Building a Competitive Advantage • Maintaining Ethical Standards • Managing a Diverse Workforce • Utilizing Information Technology and Technologies • Global Crisis Management 1-45
  • 46. Building Competitive Advantage • Competitive Advantage – ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors 1-46
  • 47. Building Blocks of Competitive Advantage Figure 1.6 1-47
  • 48. Building Competitive Advantage • Increasing efficiency – Reduce the quantity of resources used to produce goods or services • Increasing Quality – Improve the skills and abilities of the workforce – Introduce total quality management 1-48
  • 49. Building Competitive Advantage • Increasing speed, flexibility, and innovation – How fast a firm can bring new products to market – How easily a firm can change or alter the way they perform their activities 1-49
  • 50. Building Competitive Advantage • Innovation – Process of creating new or improved goods and services that customers want – Developing better ways to produce or provide goods and services 1-50
  • 51. Turnaround Management • Difficult and complex management task • Done under conditions of great uncertainty • Risk of failure is greater for a troubled company • More radical restructuring necessary 1-51
  • 52. Maintaining Ethical and Socially Responsible Standards • Managers are under considerable pressure to make the best use of resources • Too much pressure may induce managers to behave unethically, and even illegally 1-52
  • 53. Managing a Diverse Workforce • To create a highly trained and motivated workforce managers must establish HRM procedures that are legal, fair and do not discriminate against organizational members 1-53
  • 54. Global Crisis Management May be the result of: • Natural causes • Manmade causes • International terrorism • Geopolitical conflicts 1-54
  • 55. Movie Example: Office Space What type of manager is Bill Lumbergh in the movie “ Office Space”? 1-55

Notas del editor

  1. The correct answer is “B” Manager. See next slide
  2. Henri Fayol outlined the four managerial functions in his book General Industrial Management
  3. Major part of the middle manager’s job is developing and fine-tuning skills and know-how, such as manufacturing or marketing expertise, that allow the organization to be efficient and effective
  4. The correct answer is “B”, Human skill. See slide 1-37.
  5. There is no one correct answer. It will depend on the firm and it’s industry. Some firms need to spend more time with ethics, others with building a competitive advantage, etc. Students should be prepared to discuss based on an industry they are familiar with.
  6. According to Leonard Maltin, in his 2004 movie and Video guide, “Office Space is a fitfully funny satire of office life in modern-day corporate America, with Ron Livingston as a computer programmer who hates his job and eventually finds a way to express his disdain for his company and his boss – Gary Cole as Bill Lumbergh, a Divisional VP. In the second scene, called The Memo , Lumbergh spends an inordinate amount of time worrying about a “new cover sheet on all TPS reports” There are two ways to look at type of manager. One, Lumbergh’s position in the company is a Vice President. In most companies, that would make him a middle-manager. Two, Lumbergh acts as a micromanager, focusing on a minor issue.