Professional Documents
Culture Documents
Chapter 1
Chapter 1
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Rapid environmental shifts:
Technology
Globalization
Shifting social values
In the new workplace, work is
free-flowing and flexible
Success depends on innovation and
continuous improvement
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Managers
do more with less
engage hearts and minds
see change as natural
inspire vision and cultural values
allow people to create a collaborative
workplace
allow people to create a productive
workplace
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
organizational resources
Today’s effective manager is an enabler
who helps people do and be their best.
Today’s best managers are “future-facing.”
Managers employ an empowering
leadership style.
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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I
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organization: Social entity that is goal
directed and deliberately structured
Organizational effectiveness: Providing a
product or service that customers value
Organizational efficiency: Refers to the
amount of resources used to achieve an
organizational goal
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Three categories of skills: conceptual,
human, technical
The degree of the skills may vary but all
managers must possess the skills
The application of management skills
change as managers move up the
hierarchy
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Missteps and unethical behavior have been in
the news
During turbulent times, managers must apply
their skills
Common management failures:
Not listening to customers
Unable to motivate employees
Not building teams
Inability to create cooperation
Failure to clarify performance expectations
Poor communication and interpersonal skills
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Top managers: Responsible for the entire
organization
Middle managers: Responsible for business
units
Project managers: Responsible for
misinterpreting signals
First-line managers: Responsible for
production of goods and services
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Functional managers: Responsible for
departments that perform specific tasks
General managers: Responsible for several
departments
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organizations often promote star
performers to management
Becoming a manager is a transformation
Move from being a doer to a coordinator
Many new managers expect more freedom
to make changes
Successful managers build teams and
networks
Many make the transformation in a “trial by
fire”
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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The increased workload
The challenge of supervising former peers
The headache of responsibility for other
people
Being caught in the middle
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Adventures in multitasking
Activity characterized by variety,
fragmentation, and brevity
Less than nine minutes on most activities
Managers shift gears quickly
Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Role: Set expectations for a manager’s
behavior
Every role undertaken by a manager
accomplishes the functions of:
Planning
Organizing
Leading
Controlling
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Manager roles are important to understand
but they are not discrete activities
Management cannot be practiced as
independent parts
Managers need time to plan and think
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Small businesses are growing
Inadequate management skills is a threat
The roles for small business managers differ
Entrepreneurs must promote the business
Nonprofits need management talent
Apply the four functions of management to
make social impact
More focus on keeping costs low
Need to measure intangibles like “improving
public health”
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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