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Management, 3rd edition

Hitt/Black/Porter
Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall 1-1

Summary: Key Topics

Managementa process
Challengeschange; resources; strategic; entrepreneurial Historical approachesChina, Egypt, Rome, USA

Managerswhat they do
Functionsplanning, organizing, directing, controlling Rolesfigurehead, leader, liaison Job dimensionsactivities/duties; standards/performance levels

Managerswhat skills they need


Technical skills Interpersonal skills Conceptual

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Learning Objectives
After studying this chapter, you should be able to:

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What Is Management?
Management

Processseries of
activities

Resourcesassembling
and using

Tasksacting in a goaldirected manner to accomplish

Activitiescarried out

in an organizational setting

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Managerial Challenges

Entrepreneurially
Managing Managing

Change

Managerial Challenges

Strategically

Managing

Resources

Managing

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Managerial Challenges

Managing

Change

Managing change
Most persistent,
pervasive and powerful challenge for managers

Requires managers to
gain employee acceptance

Causes of change
Technology Globalization

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Managerial Challenges

Managing

Resources

Managers must manage resources

Financial capital Human resources Physical resources Technology

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Managerial Challenges

Strategically

Managing

Managing Strategically

Establish goals and formulate


strategies for achieving organizations goals

Implement strategies by
accomplishing goals that contribute to organizations ultimate performance

Build an organizations
capabilities and leverage them for competitive advantage

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Managerial Challenges
Managing Entrepreneurially

Entrepreneurially

Managing

Searching for new


opportunities

Identifying new ideas for


new markets

Emphasizing actions to
take advantage of uncertainty

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What Managers Do
Managerial activities differ
by:

Functions managers
serve

Roles in which managers


operate

Dimensions of each
managers job

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Managerial Functions

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Managerial Function: Planning


Planning involves:

Estimating future conditions


and circumstances

Making decisions based on


these estimations about what work is to be done:

By the manager By all of those for whom the


manager is responsible

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Managerial Function: Organizing


Organizing involves:

Paying attention to:

Structure of relationships
among positions

People occupying those


positions

Linking that structure to the


overall strategic direction of the organization

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Managerial Function: Directing Directing/Leading

process of influencing other people to attain organizational objectives:

Motivating others Interacting effectively in


group and team situations

Communicating

in support of others efforts

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Managerial Function: Controlling


Regulating the work of those
for whom a manager is responsible, including:

Setting standards of
performance in advance performance

Monitoring ongoing (real-time) Assessing


performance a completed

Feeding backresults of the


evaluation control process to the planning process

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Managerial RolesMintzberg

Figure 1.2

Another approach to understanding managerial work


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Managerial Roles: Interpersonal

Figurehead: Leader:

ceremonial activitiesshowing the flag

influencing or directing otherstranslating contacting others outside the formal chain of

authority into actual influence

Liaison:

commandinternal and external

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Managerial Roles: Informational

Monitorseeking information to be aware of crucial developments Disseminatorreceiving and sending information

Spokespersonrepresenting the views of the unit for which the


manager is responsible

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Managerial Roles: Decisional

Entrepreneurexploring new opportunities

Disturbance handleracting as a judge or problem solver in


conflicts among employees

Resource allocatordeciding how resources will be distributed Negotiatormaking accommodations with other units
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Managerial Job Dimensions: Stewart


Three dimensions characterize a managerial job
regardless of level and type of unit in an organization

Demandsmade on it Constraintsplaced on it Choicespermitted in it


Another insight about the work of a manager

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Managerial Job Dimensions: Demands

Demandswhat the holder of a particular managerial


position must do

Types

Activities or duties to carry out Standards or levels of minimum performance Organization Immediate boss Organization of work activities

Sources

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Managerial Job Dimensions: Constraints

Constraintsfactors that limit


the response of the manager

Time Budgets Technology Attitudes of subordinates

Legal regulations

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Managerial Job Dimensions: Choices

Choicesdiscretionary behavior

How work is to be done

How much work is to be done


Who will do the work

What initiatives will be undertaken from almost infinite possibilities

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What Skills Do Managers Need?

Exhibit 1.4

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Summary: Key Topics

Managementa process
Challengeschange; resources; strategic; entrepreneurial Historical approachesChina, Egypt, Rome, USA

Managerswhat they do
Functionsplanning, organizing, directing, controlling Rolesfigurehead, leader, liaison Job dimensionsactivities/duties; standards/performance levels

Managerswhat skills they need


Technical skills Interpersonal skills Conceptual

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall

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