Chapter 1

1. Chapter 1 Management

2. What Would You Do? • Sales up 40% • What is your role as CEO? • What is the role of middle management? • What is good management?

3. Learning ObjectivesWhat is Management? • describe what management is. • explain the four functions of management. After discussing this section, you should be able to:

4. Management is... • Getting work done through others • Managers are concerned with: • efficiency • getting work done with a minimum of effort, expense or waste • effectiveness • accomplishing tasks that help fulfill organizational objectives

5. What Really Works

6. “Old” Planning Organizing Leading Controlling “New” Making Things Happen Meeting the Competition Organizing People, Projects, and Processes Leading Management Functions Adapted from Figure 1.1

7. Making Things Happen • Determining what you want to accomplish • Planning how to achieve those goals • Gathering and managing the information needed to make good decisions • Controlling performance

8. Meeting the Competition • Consider the threat from international competitors • Have a well-thought-out competitive strategy • Be able to embrace change and foster new product and service ideas • Structure their organizations to quickly adapt to changing customers and competitors

9. Organizing People, Projects, and Processes • Consideration of people issues • Consideration of work processes

10. Leading • Motivation • Inspiration • Communication • Perspiration

11. Learning ObjectivesWhat Do Managers Do? • describe different kinds of managers. • explain the major roles and subroles that managers perform in their jobs. After discussing this section, you should be able to:

12. What Managers Do • Top Managers • Middle Managers • First-Line Managers • Team Leaders

13. Top Managers Responsible for: • Creating a context for change • Developing attitudes of commitment and ownership in employees • Creating a positive organizational culture through language and action • Monitoring their business environments

14. Middle Managers Responsible for: • Planning and allocating resources to meet objectives • Coordinating and linking groups, departments, and divisions • Monitoring and managing the performance of the subunits and individual managers who report to them • Implementing the changes or strategies generated by top managers

15. First-Line Managers Responsible for: • Managing the performance of entry-level employees • Teaching entry-level employees how to do their jobs • Making detailed schedules and operating plans based on middle management’s intermediate range plans

16. Team Leaders Responsible for: • Facilitating team performance • Managing external relationships • Internal team relationships

17. Managerial Roles Interpersonal figurehead leader liaison Decisional entrepreneur disturbance handler resource allocator negotiator Informational monitor disseminator spokesperson H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973) Adapted from Figure 1.3

18. Learning ObjectivesWhat Does it Take to Be a Manager? • explain what companies look for in managers. • discuss the top mistakes that managers make in their jobs. • describe the transition that employees go through when they are promoted to management. After discussing this section you should be able to:

19. What Companies Look For in Managers • Technical skills • specialized knowledge • Human Skills • ability to work with others • Conceptual Skill • ability to see the organization as whole • Motivation to Manage • a desire to be in charge

20. Top Managers First-line Managers Middle Managers Team Leaders Human Skills Technical Skills Motivation to Manage Conceptual Skills Low Importance High Importance Adapted from Figure 1.4

21. Mistakes Managers Make • Insensitive to others • Cold, aloof, and/or arrogant • Betraying a trust • Overly ambitious • Performance problems with the business Adapted from Table 1.1

22. Mistakes Managers Make (cont’d) • Overmanaging: unable to delegate or build a team • Unable to staff effectively • Unable to think strategically • Unable to adapt to boss with different style • Overdependent on advocate or mentor Adapted from Table 1.1

23. First-Year Management Transition Adapted from Table 1.2

24. Initial Assumptions Exercise formal authority Managing tasks not people Help employees do their jobs Hire and fire Reality Cannot be “bossy” Manage people not tasks Coach employee performance Fast pace, heavy workload The Transition to Management

25. Learning ObjectivesWhy Management Matters. • explain how and why companies can create competitive advantage through people. After discussing this section, you should be able to:

26. Self-Managed Teams Training and Skill Development Cross-Utilization and Cross-Training Symbolic Egalitarianism Wage Compression Promotion from Within Competitive Advantage Through People: 13 Practices • Employment Security • Selectivity in Recruiting • High Wages • Incentive Pay • Employee Ownership • Information Sharing • Participation and Empowerment Adapted from Table 1.3

27. What Really Happened • Split into 3 companies • Give more control to middle managers • Focus on new venture development