Managing and The Manager's Job: Management: Principles and Practices

Management: Principles and Practices
11e
Ricky W. Griffin
CHAPTER 1
Managing and the Managers

Job
PART 1
An Introduction to Management
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.
PowerPoint
PowerPoint Presentation
Presentation by
by Charlie
Charlie Cook
Cook
The
The University
University of
of West
West Alabama
Alabama
Learning Objectives
1. Describe the nature of management, define management and
managers, and characterize their importance to contemporary
organizations.
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.
6. Characterize the new workplace that is emerging in organizations
today.
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.
12
What is an Organization?
A group of people working together
in a structured and coordinated
fashion to achieve a set of goals.
13
Types of Organizational Resources

Organizational
Resources
Physical
Resources
Human
Resources
Information
Resources
Financial
Resources
14
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
15
1.1 Examples of Resources Used by Organizations

Human
Resources
Financial
Resources
Physical
Resources
Information
Resources
Royal Dutch/
Shell Group
Drilling
platform
workers
Corporate
executives
Profits
Stockholder
investments
Refineries
Office buildings
Sales forecasts
OPEC
proclamations
Michigan State
University
Faculty
Administrative
staff
Alumni
contributions
Government
grants
Computers
Campus facilities
Research reports
Government
publications
New York City
Police officers
Municipal
employees
Tax revenue
Government
grants
Sanitation
equipment
Municipal
buildings
Economic
forecasts
Crime statistics
Susans Corner
Grocery Store
Grocery clerks
Bookkeeper
Profits
Owner
investment
Building
Display shelving
Price lists from

suppliers
Newspaper ads
for competitors
Organization
16
What is Management?
A set of activities
planning and decision making, organizing,
leading, and controlling

directed at an organizations resources
human, financial, physical, and information
with the aim of achieving organizational goals

in an efficient and effective manner.
17
1.1 Management in Organizations
18
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
19
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.
110
The Managers 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.
111
1.2 The Management Process
112
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
113
1.3 Kinds of Managers by Level and Area
114
Kinds of Managers by Level

Top Managers
are the small group of executives who manage the
overall organization. They create the organizations

goals, overall strategy, and operating policies.
Middle Managers
are primarily responsible for implementing the policies
and plans of top managers. They also supervise and

coordinate the activities of lower level managers.
First-Line Managers
supervise and coordinate the activities of operating
employees.
115
Kinds of Managers by Area
Marketing
Managers
Financial
Managers
Human Resources
Managers
Kinds of
Managers
by Area
Operations
Managers
Administrative
Managers
Specialist
Managers
116
Kinds of Managers by Area

Marketing Managers
work in areas related to getting consumers and clients
to buy the organizations products or servicesnew

product development, promotion, and distribution.
Financial Managers
deal primarily with an organizations financial
resourcesaccounting, cash management, and

investments.
Operations Managers
are involved with systems that create products and
servicesproduction control, inventory, quality

control, plant layout, site selection.
117
Kinds of Managers by Area (contd)

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.
118
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.
119
Lights, Roll Camera, Manage !!!
Interpersonal
Roles
Informational
Roles
Managerial
Roles
Decisional
Roles
120
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.
121
1.2 Ten Basic Managerial Roles

Category
Role
Sample Activities
Interpersonal
Figurehead
Attending ribbon-cutting ceremony for new plant
Leader
Encouraging employees to improve productivity
Liaison
Coordinating activities of two project groups
Monitor
Scanning industry reports to stay abreast of

developments
Disseminator
Sending memos outlining new organizational initiatives
Spokesperson
Making a speech to discuss growth plans
Entrepreneur
Developing new ideas for innovation
Disturbance
handler
Resolving conflict between two subordinates
Resource
allocator
Reviewing and revising budget requests
Negotiator
Reaching agreement with a key supplier or labor union
Informational
Decisional
122
What Skills Do Managers Need?

Technical
Conceptual
Interpersonal
Fundamental
Management
Skills
Diagnostic
Decision
Making
Communication
Time
Management
123
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.
124
Managerial Skills (contd)

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.
125
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.
126
Management Challenge Question

What do you say to your boss when your boss
wants you to make the numbers fit the
forecast?
A. What do you want the numbers to be?
B. Which numbers are right? which are wrong?
C. No problem. If anyone asks, Ill say that I deferred
to your judgment and am using your numbers.

D. What are the consequences if I refuse to do that?
127
1.4 Sources of Management Skills
128
The Scope of Management

For-Profit Organizations
Large businesses
Industrial firms, commercial banks, insurance firms, retailers,

transportation firms, utilities, communication firms, service
organizations
Small businesses and start-up businesses

International management
Not-for-Profit Organizations
Governmental organizationslocal, state, and federal
Educational organizationspublic and private schools, colleges,
and universities
Healthcare facilitiespublic hospitals and HMOs
Nontraditional settingscommunity, social, spiritual groups
129
Youre the Manager

The Situation:
The group manager that you replacing has remained on job for a
short time to train you, however he did not actively involve you in
daily operations. He departs permanently after todays meeting.
Morale is low because the group manager has been running a
one-person show with no significant delegation or participation

by other employees.
The overall performance of the group appears to be far below its
current capabilities.
What will you do first?

After that, what will you do next?
130
organization
management
effective
efficient
manager
decision making
organizing
leading
controlling
levels of management
areas of management
interpersonal roles
informational roles
decisional roles
technical skills
interpersonal skills
conceptual skills
diagnostic skills
communication skills
decision-making skills
time-management skills
131

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Management: Principles and Practices

Managing and the Managers

Types of Organizational Resources

ongoing and long-term operations

facilities, and equipment

1.1 Examples of Resources Used by Organizations

New York City

Price lists from

leading, and controlling

with the aim of achieving organizational goals

1.1 Management in Organizations

The Basic Purpose of Management

controls human, financial, physical, and information

The Managers Job

has long range plans.

carry out a plan, then organization is needed.

performing to determine what has been and what still

1.2 The Management Process

The Management Process

1.3 Kinds of Managers by Level and Area

Kinds of Managers by Level

overall organization. They create the organizations

and plans of top managers. They also supervise and

Kinds of Managers by Area

Kinds of Managers by Area

to buy the organizations products or servicesnew

resourcesaccounting, cash management, and

servicesproduction control, inventory, quality

Kinds of Managers by Area (contd)

management and are not associated with any

Other Kinds of Managers

relations managers) directly related to the needs of

Basic Managerial Roles and Skills

Lights, Roll Camera, Manage !!!

Managerial Roles (Mintzberg)

with other people.

the processing of information.

and negotiator are managerial roles primarily related

1.2 Ten Basic Managerial Roles

Attending ribbon-cutting ceremony for new plant

Encouraging employees to improve productivity

Coordinating activities of two project groups

Scanning industry reports to stay abreast of

Sending memos outlining new organizational initiatives

Making a speech to discuss growth plans

Developing new ideas for innovation

Resolving conflict between two subordinates

Reviewing and revising budget requests

Reaching agreement with a key supplier or labor union

What Skills Do Managers Need?

being done in an organization.

individuals and groups.

Managerial Skills (contd)

and to receive the same effectively from others.

and then to select an appropriate course of action to

Management: Science or Art?

logical, objective, and systematic ways.

skills and techniques to solve problems.

The Art of Management

experience, instinct, and personal insights.

management skills to accomplish the tasks associated with

Management Challenge Question

to your judgment and am using your numbers.