Fundamentals Of Management
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A topical presentation for prospective Managers and Entrepreneurs.
![Who Are Managers And Where Do They Work? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Fundamentals Of Management
- 1. Chapter 1 Managers and Management Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1 PART I: Introduction
Editor's Notes
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- 1 – While the importance of managerial roles varies depending on a manager’s position within an organization, the differences are of degree and emphasis, not of function. As managers move up the organization, for example, they spend less time supervising and more time planning. All managers, however, make decisions and plan, lead, organize, and control. But the amount of time they give to each activity is not necessarily constant. In addition, the content of the managerial activities changes with the manager’s level. When measuring managerial performance in business, profit (the bottom line) is an unambiguous criterion. Even though not-for-profit organizations need money to survive, however, their managers do not live and die to maximize profits. Given this difference, managers working in profit and not-for-profit organizations must perform similar functions: planning, organizing, leading, and controlling.
- 1 – While the importance of managerial roles varies depending on a manager’s position within an organization, the differences are of degree and emphasis, not of function. As managers move up the organization, for example, they spend less time supervising and more time planning. All managers, however, make decisions and plan, lead, organize, and control. But the amount of time they give to each activity is not necessarily constant. In addition, the content of the managerial activities changes with the manager’s level. When measuring managerial performance in business, profit (the bottom line) is an unambiguous criterion. Even though not-for-profit organizations need money to survive, however, their managers do not live and die to maximize profits. Given this difference, managers working in profit and not-for-profit organizations must perform similar functions: planning, organizing, leading, and controlling.
- 1 – Conceptual skills refer to the ability to analyze and diagnose complex situations. They help managers to coordinate all of the interests and activities of the organization. Interpersonal skills encompass the ability to to work with, understand, mentor, and motivate others. All managers must have t echnical skills to apply specialized knowledge and expertise. Managers need p olitical skills to establish the right connections or to build a “power base.” Given that all managers perform the four management functions, to some degree, what are the critical areas related to managerial competence? Effective managers must be proficient in the following four general skills areas:
- 1 – Research has also identified specific sets of behaviors that explain more than 50 percent of a manager’s effectiveness. Handling conflicts and motivating employees . Effective managers maximize positive on-the-job situations and minimize conflicts so that employees feel motivated to do their best work. Strategic problem solving . Managers take responsibility for their decisions and ensure that subordinates use effective decision-making skills. Handling information . Managers use information and communication channels for identifying problems, understanding environmental changes, and making effective decisions. Growth and development . Managers use continual learning on the job to provide for the personal growth and development of themselves and their employees. Controlling the organization’s environment and resources . Effective managers are proactive and stay ahead of environmental changes. They base decisions on clear, up-to-date, accurate knowledge of the organization’s objectives. Organizing and coordinating . Managers organize around tasks and coordinate interdependent relationships among tasks wherever they exist
- 1 – Managers are usually more highly paid than operatives. As a manager’s authority and responsibility expand, so typically does his or her pay. So, compensation packages are one measure of the value that organizations place on good managerial skills. Most first-line supervisors earn between $30,000 and $55,000 a year. Middle managers start near $45,000 and top out at about $120,000 annually. Senior managers can earn $1 million or more per year. Reflecting the law of supply and demand, management superstars are wooed with attractive perquisites.
- 1 – We study management because we interact with organizations every day and have a vested interest in improving the way they are managed. Why? Because we interact with them every day of our lives. We also study management because after graduation we will either manage or be managed. For those who plan on careers in management, understanding the process of management can form the foundation on which to build their skills. Even if you do not plan to be a manager, the study of management will help you to understand the way your boss behaves and the internal workings of organizations.