5. Planning 2.1 Planning Determining organizational goals and a means for achieving them
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7. Leading 2.3 For Anne Mulcahy, CEO of Xerox, the key to successful leadership is communicating with the company’s most important constituents: employees and customers. Motivating Inspiring Leading
8. Controlling 2.4 Controlling Monitoring progress toward goal achievement and taking corrective action when needed
9. The Control Process 2.4 Set standards to achieve goals Compare actual performance to standards Make changes to return performance to standards
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13. Responsibilities of Top Managers 3.1 Creating a context for change Developing commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments
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15. Responsibilities of Middle Managers 3.2 Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Implement changes or strategies generated by top managers Plan and allocate resources to meet objectives
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17. Responsibilities of First-Line Managers 3.3 Manage the performance of entry-level employees Encourage, monitor, and reward the performance of workers Teach entry-level employees how to do their jobs Make detailed schedules and operating plans
18. Responsibilities of Team Leaders Facilitate team performance Facilitate internal team relationships 3.4 Manage external relations
19. Mintzberg’s Managerial Roles H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975. 4 Interpersonal Informational Decisional Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator
20. Managerial Roles Figurehead Leader Liaison Managers perform ceremonial duties Managers motivate and encourage workers to accomplish objectives Managers deal with people outside their units 4.1 Interpersonal Roles
21. Managerial Roles 4.2 Informational Roles Monitor Disseminator Spokesperson Managers scan their environment for information Managers share information with others in their company Managers share information with others outside their departments or companies
22. Managerial Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator 4.3 Managers adapt to incremental change Managers respond to problems that demand immediate action Managers decide who gets what resources Managers negotiate schedules, projects, goals, outcomes, resources, and raises Decisional Roles
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25. What Companies Look for in Managers 5 Technical Skills Human Skills Conceptual Skills Motivation to Manage
26. Management Skills 5 Skills are more or less important at different levels of management:
27. Mistakes Managers Make Adapted from McCall & Lombardo, “What Makes a Top Executive?” Psychology Today , Feb 1983 6 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitious 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
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30. Competitive Advantage through People Management Practices in Top Performing Companies 8 1. Employment Security 2. Selective Hiring 3. Self-Managed Teams and Decentralization 4. High Wages Contingent on Org. Performance 5. Training and Skill Development 6. Reduction of Status Differences 7. Sharing Information
31. Competitive Advantage through People J.M. Smucker Company has been on Fortune ’s list of 100 Best Companies to Work For since the list was started in 1998. Smucker’s has extremely low employee turnover and extremely high employee satisfaction. Tim and Richard Smucker are pictured here.
32. Competitive Advantage through People Competitive Advantages of Well-Managed Companies 8 Sales revenues Profits Stock market returns Customer satisfaction Stock market returns
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