Management Is…

Efficiency
Efficiency
Getting
Getting work
work
done
done through
through
others
others Effectiveness
Effectiveness

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1

 Efficiency and Effectiveness

 Efficiency
 Getting work done with a minimum of effort,
expense, or waste
 Doings things right—most output for least
input
 Effectiveness
 Accomplishing tasks that help fulfill
organizational objectives
 Doing the right things

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 2

 Management Functions

Management Functions

Planning
Planning

Organizing
Organizing

Leading
Leading

Controlling
Controlling

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 3

 Planning

Planning

Determining organizational goals and a

means for achieving them

2.1

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

 Organizing

 Deciding where decisions will be made

 Who will do what jobs and tasks

 Who will work for whom

2.2

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

 Leading

Inspiring
Inspiring
Leading
Leading
Motivating
Motivating

For Anne Mulcahy, CEO of Xerox,

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

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

 Controlling

Controlling

Monitoring progress toward goal

achievement and taking corrective action
when needed

2.4

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

 The Control Process

Set standards to
achieve goals

Make changes Compare actual

to return performance to
performance to standards
standards
2.4

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

 Kinds of Managers

 Top Managers

 Middle Managers

 First-Line Managers

 Team Leaders

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

 Top Managers

 Chief Executive Officer (CEO)

 Chief Operating Officer (COO)

 Chief Financial Officer (CFO)

 Chief Information Officer (CIO)

3.1
3
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10
 Responsibilities of Top Managers

Creating
Creating aa context
context for
for change
change

Developing
Developing commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action

Monitoring
Monitoring their
their business
business environments
environments

3.1

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

 Middle Managers

 Plant Manager

 Regional Manager

 Divisional Manager

3.2
3
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12
 Responsibilities of Middle Managers

Plan
Plan and
and allocate
allocate resources
resources to
to meet
meet objectives
objectives

Coordinate
Coordinate and
and link
link groups,
groups,
departments,
departments, and
and divisions
divisions

Monitor
Monitor and
and manage
manage the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them

Implement
Implement changes
changes oror strategies
strategies
generated
generated by
by top
top managers
managers
3.2

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

 First-Line Managers

 Office Manager

 Shift Supervisor

 Department Manager

3.3
3
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14
 Responsibilities of First-Line Managers

Manage
Manage the
the performance
performance of
of
entry-level
entry-level employees
employees

Encourage,
Encourage, monitor,
monitor, and
and reward
reward
the
the performance
performance of
of workers
workers

Teach
Teach entry-level
entry-level employees
employees how
how to
to do
do their
their jobs
jobs

Make
Make detailed
detailed schedules
schedules and
and operating
operating plans
plans

3.3

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

 Responsibilities of Team Leaders

Facilitate
Facilitate team
team performance
performance

Manage
Manage external
external relations
relations

Facilitate
Facilitate internal
internal team
team relationships
relationships

3.4

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

 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.

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

 Managerial Roles

Interpersonal Roles

Figurehead
Figurehead Managers
Managersperform
performceremonial
ceremonialduties
duties

Leader
Leader Managers
Managersmotivate
motivateand
andencourage
encourage
workers
workersto
toaccomplish
accomplishobjectives
objectives

Liaison
Liaison Managers
Managersdeal
dealwith
withpeople
peopleoutside
outside
their
theirunits
units
4.1

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

 Managerial Roles

Informational Roles

Managers
Managersscan
scantheir
theirenvironment
environment
Monitor
Monitor for
forinformation
information

Managers
Managersshare
shareinformation
information
Disseminator
Disseminator with
withothers
othersin
intheir
theircompany
company

Managers
Managersshare
shareinformation
information
Spokesperson
Spokesperson with
withothers
othersoutside
outsidetheir
their
4.2 departments
departmentsororcompanies
companies

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

 Managerial Roles

Decisional Roles

Managers
Managersadapt
adaptto
toincremental
incrementalchange
change
Entrepreneur
Entrepreneur
Managers
Managersrespond
respondto
toproblems
problemsthat
that
Disturbance
Disturbance demand
demandimmediate
immediateaction
action
Handler
Handler
Managers
Managersdecide
decidewho
whogets
gets
Resource
Resource what
whatresources
resources
Allocator
Allocator
Managers
Managersnegotiate
negotiateschedules,
schedules,
Negotiator projects,
projects,goals,
goals,outcomes,
outcomes,resources,
resources,
Negotiator
and
andraises
raises
4.3

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

 What Companies Look for
in Managers

Technical
Technical Skills
Skills Human
Human Skills
Skills

Conceptual
Conceptual Skills
Skills Motivation
Motivation to
to Manage
Manage

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 21

 Managers’ Skills

 Skills Approach
 Technical skills
• Knowledge and proficiency in a specific field
 Human skills
• The ability to work well with other people
 Conceptual skills
• The ability to think and conceptualize about
abstract and complex situations concerning
the organization

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

 What Companies Look for
in Managers
Skills are more or less important at different
levels of management:

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 23

 Mistakes Managers Make
1.
1. Insensitive
Insensitiveto
toothers
others
2.
2. Cold,
Cold,aloof,
aloof,arrogant
arrogant
3.
3. Betrayal
Betrayalof
oftrust
trust
4.
4. Overly
Overlyambitious
ambitious
5.
5. Specific
Specificperformance
performanceproblems
problemswith
withthe
thebusiness
business
6.
6. Overmanaging:
Overmanaging: unable
unableto
todelegate
delegateor
orbuild
buildaateam
team
7.
7. Unable
Unableto
tostaff
staffeffectively
effectively
8.
8. Unable
Unableto
tothink
thinkstrategically
strategically
9.
9. Unable
Unableto
toadapt
adaptto
toboss
bosswith
withdifferent
differentstyle
style
10.
10.Overdependent
Overdependenton
onadvocate
advocateor
ormentor
mentor
6 Adapted from Exhibit 1.6
McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24
 The First Year Management Transition
Managers’ After Six Months After a Year
Initial Expectations As a Manager As a Manager

 
Initial
Initialexpecta-
expecta- 
NoNolonger
longer“doer”
“doer”
Be
Bethe
theboss
boss
tions
tionswere
werewrong
wrong
 
Communication,
Communication,
Formal
Formalauthority
authority 
Fast
Fastpace
pace listening,
listening,positive
positive

Manage
Managetasks
tasks reinforcement
 Heavy workload
 Heavy workload reinforcement

Job
Jobis
isnot
not 
 Job is to be Learning
Learning to
toadapt
adapt
managing
managingpeople
people  Job is to be and control stress
problem-solver
problem-solver and control stress
and
andtroubleshooter
troubleshooter 
Job
Jobis ispeople
people
development
development

7
Adapted from Exhibit 1.7
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 25
 Competitive Advantage
through People

Management
Management Practices
Practices in
in Top
Top Performing
Performing Companies
Companies
1.
1. Employment
Employment Security
Security
2.
2. Selective
Selective Hiring
Hiring
3.
3. Self-Managed
Self-Managed Teams
Teams and
and Decentralization
Decentralization
4.
4. High
High Wages
Wages Contingent
Contingent on
on Organizational
Organizational Performance
Performance
5.
5. Training
Training and
and Skill
Skill Development
Development
6.
6. Reduction
Reduction ofof Status
Status Differences
Differences
7.
7. Sharing
Sharing Information
Information

8
Adapted from Exhibit 1.8
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 26
 Competitive Advantage
through People
Competitive
Competitive Advantages
Advantages of
of
Well-Managed
Well-Managed Companies
Companies

Sales
Sales Revenues
Revenues Profits
Profits

Stock
Stock Market
Market Returns
Returns Customer
Customer Satisfaction
Satisfaction

http://www.greatplacetowork.com/best/list-bestusa.htm
Web Link
8

Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 27

 How The Manager’s Job Is
Changing

 The Increasing Importance of Customers

 Customers: the reason that organizations exist
• Managing customer relationships is the responsibility
of all managers and employees.
• Consistent high quality customer service is essential
for survival.
 Innovation
 Doing things differently, exploring new territory, and
taking risks
• Managers should encourage employees to be aware of
and act on opportunities for innovation.

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