Lecture1 Management Vu

Course Outline
 Introduction to Management
 Managing Strategically
 Organizational External Environment
 Organizational Internal Environment
 Corporate, Global and Firm Level Strategies
 Implementing Strategies-Management
Issues
 Organizational Structure
 Ethics and Social Responsibility
 Planning
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1
Course Outline
 Decision Making
 Managing Information
 Control
 Global Management
 Innovation Management
 Change Management
 Designing Adaptive Organizations
 Managing Diversity
 Managing Teams
 Determining Human Resource Needs
Course Outline
 Finding and Developing Qualified Workers

 Performance Appraisal Management and
Retention
 Managing Service and Manufacturing
Operations
 Motivation Theories
 Motivating through the design of Work
 Leadership Theories
 Managing Communication
 Stress Management
Course Outline
 Personality Traits and Outcomes

 Justice, Fair Treatment & Dismissal
Management
 Safety and Health Management
 Labor Relations and Collective Bargaining

Reference Material
 Management by Chuck Williams

 Other Organizational management and
strategy books
 Online search

Lecture 1 Introduction to
Management
Prepared by
dr Amna Yousaf PhD (university of
Twente, the Netherlands
COMSATS Institute of Information
Technology, Islamabad

Learning Outcomes
1. describe what management is.
2. explain the four functions of management.
3. describe different kinds of managers.
4. explain the major roles and sub-roles that
managers perform in their jobs.
5. explain what companies look for
in managers.
6. discuss the top mistakes that managers
make in their jobs.
7. describe the transition that employees go through when they
are promoted to management.
8. explain how and why companies can create competitive
advantage through people.

Management Is…
Efficiency
Getting work
done through
others Effectiveness

Management Is…
 Pat Carrigan - Manager at GM car parts

 Efficiency entails minimum waste, effort and
expense
 Effectiveness is accomplishing tasks that help
fulfill organizational objectives
 Chrysler

Management Functions
Management Functions
Planning
Organizing
Leading
Controlling

Planning
Planning
Determining organizational goals and a

means for achieving them
2.1

What Really Works: Meta-Analysis
General Mental Ability

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 76%
Meta-Analysis is a study of studies that

shows what works and when.
This statistic shows that an employee hired on the basis of a good score
on a general mental ability test stands a 76 percent chance of being a
better performer than someone picked at random from the pool of all job
applicants.

Organizing
 Deciding where decisions will be made
 Who will do what jobs and tasks
 Who will work for whom
2.2

Leading
Inspiring
Leading
Motivating
For Anne, CEO of Xerox,

the key to successful leadership is
communicating with the company’s
most important constituents:
2.3 employees and customers.

Controlling
Controlling
Monitoring progress toward goal

achievement and taking corrective action
when needed
2.4

The Control Process
Set standards to
achieve goals
Make changes Compare actual

to return performance to
performance to standards
standards
2.4

Effective Managers
 Effective managers plan, Organize, Lead

and Control better
 Probability of promotion at AT&T

Old versus New Management
Styles
 Manager as boss versus managers as

sponsors/team leaders / internal consultants
 Reporting relationships versus managers open
to anyone anywhere in hierarchy
 Individual decisions versus participative
decision making
 Long hours versus results
 Keeping proprietary company information
secret versus sharing with others

Management functions – Old and
New
 Making things Happen

 Planning
 Decision making
 Managing information
 Controlling
• William End CEO of Land’s End (a succesful
retailer) introduced latest management
techniques such as performance appraisals
based on peer reviews; production teams,
training courses, effective communication.
Lost or undelivered orders were result. Why?

New
 Meeting the competition

 Global Management
• Free trade agreements, falling entry barriers,
shorter product life cycles
 Organizational Strategy
 Innovation and Change
 Designing adaptive organizations
• IBM once market leader lost its share from 80
to 8% because of stiff competition from
COMPAQ Dell etc in 1980’s.

New
 Organizing people , projects and processes
 Managing individual and diverse workforce
 Managing Teams
 Managing Human Resource Systems
 Managing service and Manufacturing Operations
• When FORD purchased Jaguar….
 Leading
 Motivation
 Leadership
 Managing communication
• Herb Kelleher Founder SouthWest Airlines:
Jokester and storyteller
Kinds of Managers
 Top Managers
 Middle Managers
 First-Line Managers
 Team Leaders

Top Managers
 Chief Executive Officer (CEO)
 Chief Operating Officer (COO)
 Chief Financial Officer (CFO)
 Chief Information Officer (CIO)
3.1
3
Responsibilities of Top Managers
Creating a context for change (Vision)
- CEO of GM and Kodak
Developing commitment
and ownership in employees
- Herb Kelleher at 4
Creating a positive organizational
culture through language and action
-Memo writing
-David Glass and stories of
Thriftiness of Sam Walton
Monitoring their business environments
3.1 - David Glass and KMart

Middle Managers
 Plant Manager
 Regional Manager
 Divisional Manager
3.2
3
Responsibilities of Middle Managers
Plan and allocate resources to meet objectives
Coordinate and link groups,

departments, and divisions
Monitor and manage the performance

of subunits and managers who report to them
Implement changes or strategies

generated by top managers
Andy Wilson Regional Vice President of Walmart visits Stores
to see product placement, replacement of products, keeps a
3.2 check on prices
First-Line Managers
 Office Manager
 Shift Supervisor
 Department Manager
3.3
3
Responsibilities of First-Line Managers
Manage the performance of

entry-level employees
Encourage, monitor, and reward

the performance of workers
Managers tracking phone calls of telemarketing reps
Teach entry-level employees how to do their jobs
Make detailed schedules and operating plans
3.3

Responsibilities of Team Leaders
Facilitate team performance
Manage external relations
Facilitate internal team relationships
3.4

Managerial Roles
Interpersonal Informational Decisional

Figurehead Monitor Entrepreneur
Leader Disseminator Disturbance

Handler
Liaison Spokesperson
Resource
Allocator
Negotiator
4 Adapted from Exhibit 1.4
H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.

Managerial Roles
Interpersonal Roles
Figurehead Managers perform ceremonial duties
Leader Managers motivate and encourage

workers to accomplish objectives
Liaison Managers deal with people outside

their units
4.1

Managerial Roles
Informational Roles
Managers scan their environment

Monitor
for information
Managers share information

Disseminator
with others in their company
Managers share information

Spokesperson
with others outside their
4.2 departments or companies

Managerial Roles
Decisional Roles
Managers adapt to incremental change

Entrepreneur
Managers respond to problems that
Disturbance demand immediate action
Handler
Managers decide who gets
Resource what resources
Allocator
Managers negotiate schedules,
Negotiator projects, goals, outcomes, resources,
and raises
4.3

What Companies Look for
in Managers
Technical Skills Human Skills
Conceptual Skills Motivation to Manage

Skill Composition
 Technical skills : the ability to apply the

specialized procedures, techniques and
knowledge required to get the job done
 Human skills: the ability to work well with
others
 Conceptual skills: the ability to see the
organization as a whole; how the different parts
affect each other; how well company is working
in relation to environment
 Motivation to manage: an assessment of how
enthusiastic employees are about managing
work of others
What Companies Look for
in Managers
Skills are more or less important at different
levels of management:

Mistakes Managers Make
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitious
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
6 Adapted from Exhibit 1.6
McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983
The First Year Management Transition
Managers’ After Six Months After a Year
Initial Expectations As a Manager As a Manager
 Be the boss  Initial expecta-  No longer “doer”

tions were wrong
 Formal authority  Communication,
 Fast pace listening, positive
 Manage tasks reinforcement
 Heavy workload
 Job is not  Learning to adapt
managing people  Job is to be
problem-solver and control stress
and troubleshooter  Job is people
development
7
Adapted from Exhibit 1.7
Competitive Advantage
through People
Management Practices in Top Performing Companies

1. Employment Security
2. Selective Hiring
3. Promotion from within
4. High Wages Contingent on Organizational Performance
5. Training and Skill Development
6. Reduction of Status Differences
7. Sharing Information
8. Participation and Empowerment
8
Adapted from Exhibit 1.8

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Course Outline

 Finding and Developing Qualified Workers

 Personality Traits and Outcomes

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 4

 Management by Chuck Williams

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 5

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 7

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 8

 Pat Carrigan - Manager at GM car parts

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 9

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10

Determining organizational goals and a

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 11

General Mental Ability

Meta-Analysis is a study of studies that

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12

 Deciding where decisions will be made

 Who will do what jobs and tasks

 Who will work for whom

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 13

For Anne, CEO of Xerox,

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14

Monitoring progress toward goal

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 15

Make changes Compare actual

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 16

 Effective managers plan, Organize, Lead

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 17

 Manager as boss versus managers as

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 18

 Making things Happen

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 19

 Meeting the competition

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 20

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 22

 Chief Executive Officer (CEO)

 Chief Operating Officer (COO)

 Chief Financial Officer (CFO)

 Chief Information Officer (CIO)

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24

Plan and allocate resources to meet objectives

Coordinate and link groups,

Monitor and manage the performance

Implement changes or strategies

Manage the performance of

Encourage, monitor, and reward

Teach entry-level employees how to do their jobs

Make detailed schedules and operating plans

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 28

Facilitate team performance

Manage external relations

Facilitate internal team relationships

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 29

Interpersonal Informational Decisional

Leader Disseminator Disturbance

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Figurehead Managers perform ceremonial duties

Leader Managers motivate and encourage

Liaison Managers deal with people outside

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 31

Managers scan their environment

Managers share information