Management: Principles and Practices

11e
Ricky W. Griffin

CHAPTER 1
Managing and the Manger’s
Job

PART 1
An Introduction to Management

PowerPoint Presentation by Charlie Cook

The University of West Alabama
© 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
 Learning Objectives

1. Describe the nature of management, define management and

managers
2. Identify and briefly explain the four basic management functions in
organizations.
3. Describe the kinds of managers found at different levels and in
different areas of the organization.
4. Identify the basic managerial roles that managers play and the skills
they need to be successful.
5. Discuss the science and the art of management, describe how
people become managers, and summarize the scope of
management in organizations.

1–2
 What Is an Organization?

• A group of people working together

in a structured and coordinated
fashion to achieve a set of goals.

1–3
Types of Organizational Resources

Organizational
Resources

Physical Human Information Financial

Resources Resources Resources Resources

1–4
 Organizational Resources

• Human resources
Managerial talent and labor
• Financial resources
Capital investments to support
ongoing and long-term operations
• Physical resources
Raw materials; office and production
facilities, and equipment
• Information resources
Usable data, information linkages

1–5
 What is Management?

• A set of activities
planning and decision making, organizing,
leading, and controlling
directed at an organization’s resources
human, financial, physical, and information
with the aim of achieving organizational goals
in an efficient and effective manner.

1–6
 Excellence in
Management Area

• Business Strategies
• Auctioning for advertising placements
• Manage diversity by acquisitions and key alliances
• Employee Management
• Employee recruited from top engineering school and by wining online
programming contests
• ‘Work and play are not mutually exclusive
• Standard pay for performance and high compensation
• Future Strategies
• Competing head to head with financial service providers for stock information
and with iTunes for music and videos
• Automated universal language translator f and personalized home pages
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–7
1.1 Management in Organizations

1–8
The Basic Purpose of Management

EFFICIENTLY
Using resources wisely and in
a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them

1–9
 What is a Manager?
• Someone whose primary responsibility is to carry
out the management process.
Plans and makes decisions, organizes, leads, and
controls human, financial, physical, and information
resources.
• Good managers can propel an organization into
unprecedented realms of success
• Poor managers can devastate
even the strongest of organization

1–10
 The Manager’s Job
• Plan:
A manager cannot operate effectively unless he or she
has long range plans.
• Organize
When there is more than one employee needed to
carry out a plan, then organization is needed.
• Control
Develop a method to know how well employees are
performing to determine what has been and what still
must be done.

1–11
1.2 The Management Process

1–12
 •Management Process followed by Brin & Page
•Planning & Decision Making
• Create goals and plans that articulate what they want the company to become
•Organizing
•Rely on effective organization to help make those goals and plans reality.
•Leading
•Pay close attention to the people who work for the company
•Controlling
•Keep close eye on how well the company is performing

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–13
 The Management Process
• Planning and Decision Making:
Determining goals and courses of action
• Organizing:
Coordinating activities and resources
• Leading:
Motivating and managing people
• Controlling:
Monitoring and evaluating activities

1–14
1.3 Kinds of Managers by Level and Area

1–15
 Kinds of Managers by Level
• Top Managers
small group of executives who manage the overall
organization
create the organization’s goals, overall strategy, and
operating policies
Officially represent the organization to the external
environment
Example:
✔Make decisions such as acquiring
companies
✔Invest in research and development
✔Entering or abandoning various
markets
✔Work long hours
✔Spend much time in meeting
1–16
 Kinds of Managers by Level
• Middle Managers
Common titles are as plant manager, operations manager and
division head
responsible for implementing the policies and plans of top
managers
supervise and coordinate the activities of lower level managers
Example:
✔Meet quotas and goals
✔Handle inventory management, quality control,
equipment failures and union problem
✔Coordinate work of supervisors within the plant
✔Bridge the upper and lower levels of organization
✔Implement the strategies developed by top
manager

1–17
 Kinds of Managers by Level
• First-Line Managers
Common titles are as supervisor, coordinator and
office manager
supervise and coordinate the activities of operating
employees
Example:

✔Day to day operations of their respective

stores
✔Hire operating employees to staff them
✔Handle other routine administrative duties
required of them by parent corporation
✔Spend large proportion of time supervising
the work of subordinates

1–18
 Kinds of Managers by Area

Marketing Human Resources

Managers Managers

Kinds of
Financial Administrative
Managers
Managers Managers
by Area

Operations Specialist
Managers Managers

1–19
 Kinds of Managers by Area
• Marketing Managers
work in areas related to getting consumers and clients
to buy the organization’s products or services—new
product development, promotion, and distribution.
• Financial Managers
deal primarily with an organization’s financial
resources—accounting, cash management, and
investments.
• Operations Managers
are involved with systems that create products and
services—production control, inventory, quality
control, plant layout, site selection.
1–20
 Kinds of Managers by Area (cont’d)
• Human Resources Managers
are involved in human resource activities.
• Administrative Managers
are generalists familiar with all functional areas of
management and are not associated with any
particular management specialty.
• Other Kinds of Managers
hold specialized managerial positions (e.g., public
relations managers) directly related to the needs of
the organization.

1–21
 Basic Managerial Roles and Skills
• Regardless of level or area, all managers must
play certain roles and exhibit specific skills in
order to be successful.
• Managers:
Do certain things.
Meet certain needs.
Have certain responsibilities.

1–22
Lights, Roll Camera, Manage !!!

Interpersonal Informational
Roles Roles

Managerial
Roles

Decisional
Roles

1–23
 Managerial Roles (Mintzberg)
• Interpersonal Roles
Figurehead, leader, and liaison roles involve dealing
with other people.
• Informational Roles
Monitor, disseminator, and spokesperson roles involve
the processing of information.
• Decisional Roles
Entrepreneur, disturbance handler, resource allocator,
and negotiator are managerial roles primarily related
to making decisions.

1–24
Category Role Sample Activities Examples

Interpersonal Figurehead Attending ribbon-cutting ceremony for Opening new division or

new plant new plant
Leader Encouraging employees to improve Adapt the policy of
productivity giving 20% free time to
pursuing personal project
(Google)
Liaison Coordinating activities of two project Microsoft keep liaisons
groups with HP printer and
inform about their new
features so that HP can
incorporate it in their
product
Informational Monitor Scanning industry reports to stay ____________
abreast of developments
Disseminator Sending memos outlining new _________________
organizational initiatives
Spokesperson Making a speech to discuss growth Represent the
plans organization before a
chamber of commerce or
© 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
consumer group 1–25
 Learning Objectives

Category Role Sample Activities Examples

Decisional Entrepreneur Developing new ideas for innovation Adapt the policy of
giving 20% free time to
pursuing personal
project (Google)
Disturbance Resolving conflict between two GP managers after
handler subordinates firing a huge of
employees
Resource Reviewing and revising budget requests Investment in research
allocator and development
(Google)
Negotiator Reaching agreement with a key supplier ___________________
or labor union

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–26
 What Skills Do Managers Need?

Technical

Interpersonal Conceptual

Fundamental
Management
Diagnostic Skills Communication

Decision Time
Making Management

1–27
 Managerial Skills
• Technical
To accomplish or understand the specific kind of work
being done in an organization.
• Interpersonal
To communicate with, understand, and motivate both
individuals and groups.
• Conceptual
To think in the abstract.
• Diagnostic
To visualize the appropriate response to a situation.

1–28
 Managerial Skills (cont’d)

• Communication
To convey ideas and information effectively to others
and to receive the same effectively from others.
• Decision-Making
To recognize and define problems and opportunities
and then to select an appropriate course of action to
solve problems and capitalize on opportunities.
• Time-Management
To prioritize work, to work efficiently, and to delegate
appropriately.

1–29
 Management: Science or Art?

• The Science of Management

Assumes that problems can be approached using rational,
logical, objective, and systematic ways.
Requires the use of technical, diagnostic, and decision-making
skills and techniques to solve problems.
• The Art of Management
Making decisions and solving problems using a blend of intuition,
experience, instinct, and personal insights.
Using conceptual, communication, interpersonal, and
time-management skills to accomplish the tasks associated with
managerial activities.

1–30