Jones 9e ch01 Rev

Chapter 1
Managers and
Managing
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Learning Objectives
1. Describe what management is, why management is

important, what managers do, and how managers utilize
organizational resources efficiently and effectively to
achieve organizational goals.
2. Distinguish among planning, organizing, leading, and
controlling (the four principal managerial tasks), and
explain how managers’ ability to handle each one affects
organizational performance.
3. Differentiate among three levels of management, and
understand the tasks and responsibilities of managers at
different levels in the organizational hierarchy
1-2
Learning Objectives
4. Distinguish between three kinds of managerial skill,

and explain why managers are divided into different
departments to perform their tasks more efficiently
and effectively.
5. Discuss some major changes in management
practices today that have occurred as a result of
globalization and the use of advanced information
technology (IT).
6. Discuss the principal challenges managers face in
today’s increasingly competitive global environment
1-3
What is Management?
 All managers work in organizations

 Organizations
collections of people who work together and
coordinate their actions to achieve a wide variety
of goals or desired future outcomes
1-4
What is Management?
Managers
The people
responsible for
supervising the use of
an organization’s
resources to meet its
goals
1-5
What is Management?
 Management
The planning, organizing, leading, and controlling
of human and other resources to achieve
organizational goals effectively and efficiently
1-6
What is Management?
 Organization’s Resources
include people, skills, know-how and experience,
machinery, raw materials,
computers and IT, patents, financial capital, and
loyal customers and employees
1-7
Achieving High Performance:
A Manager’s Goal
 Organizational Performance
A measure of how efficiently and effectively
managers use available resources to satisfy
customers and achieve organizational goals
1-8
Efficiency, Effectiveness, and Performance in
an Organization
1-9
Organizational Performance
 Efficiency
A measure of how well or how productively
resources are used to achieve a goal
 Effectiveness
A measure of the appropriateness of the goals an
organization is pursuing and the degree to which
the organization achieves those goals.
1-10
Why Study Management?
1. Individuals generally learn through personal

experience or the experiences of others. By
studying management in school, you are
exposing yourself to the lessons others have
learned
1-11
Why Study Management?
2. The economic benefits of becoming a good

manager are also impressive. In the United
States, general managers earn a median
wage of $95,000.
3. Learning management principles can help
you make good decisions in non-work
contexts
1-12
Four Tasks of Management
1-13
Steps in the Planning Process
1. Deciding which goals the organization will

pursue
2. Deciding what strategies to adopt to attain
those goals
3. Deciding how to allocate organizational
resources
1-14
Example: Alcon
 Co-CEOs Broderick Johnson and Andrew Kosove

are aiming to take Alcon’s expertise in film
production and apply it to television audiences
by producing and distributing quality original
programming.
 Alcon used a low-cost strategy to produce one
film at a time, with an emphasis on reducing
costs and maximizing
efficiency in filmmaking http://www.alconent.com/
1-15
Organizing
 Organizing
structuring working relationships so
organizational members interact and cooperate
to achieve organizational goals.
 Managers must decide how best to organize

resources, particularly human resources.
1-16
Organizing
 Organizational structure
A formal system of task and reporting
relationships that coordinates and motivates
organizational members so that they work
together to achieve organizational goals
1-17
Leading
 Leadership
Articulating a clear vision and energizing and
enabling organizational members so they
understand the part they play in achieving
organizational goals
involves managers using their power, personality,
influence, persuasion, and communication skills
to coordinate people and groups
1-18
Controlling
 The outcome of the control process is the

ability to measure performance accurately
and regulate organizational efficiency and
effectiveness
 Managers must decide which goals to
measure
1-19
Managerial Roles Identified
by Mintzberg
1-20
by Mintzberg
1-21
by Mintzberg
1-22
Levels and Skills of Managers
 Department
A group of managers and employees who work
together and possess
similar skills
or use the same
knowledge, tools,
or techniques
1-23
Levels of Management
1-24
 First-line managers
responsible for the daily supervision of the
nonmanagerial employees
 Middle managers
Supervises first-line managers
responsible for finding the best way to use
resources to achieve organizational goals
1-25
 Top managers
responsible for the performance of all
departments
establish organizational goals
decide how different departments should interact
monitor how well middle managers utilize
resources to achieve goals
1-26
Relative Amount of Time That Managers
Spend on the Four Managerial Tasks
1-27
Managerial Skills
 Conceptual skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect.
 Human skills
The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
 Technical skills
Job-specific skills required to perform a particular
type of work or occupation at a high level.
1-28
Core Competency
 Core competency
Specific set of departmental skills, abilities,
knowledge and experience that allows one
organization to outperform its competitors
Skills for a competitive advantage
1-29
Restructuring
 Restructuring
Downsizing an organization by eliminating the
jobs of large numbers of top, middle, and first-
line managers and nonmanagerial employees.
 Outsourcing
Contracting with another company, usually in a
low cost country abroad, to perform a work
activity the company previously performed itself
1-30
Empowerment
Empowerment
Involves giving
employees more
authority and
responsibility over
the way they perform
their work activities
1-31
Challenges for Management in
a Global Environment
Building a Competitive Advantage

Maintaining Ethical and Socially Responsible
Standards
Managing a Diverse Workforce
Utilizing IT and E-Commerce
Practicing Global Crisis Management
1-32
Building Competitive Advantage
 Competitive Advantage
ability of one organization to outperform other
organizations because it produces desired goods
or services more efficiently and effectively than
its competitors
 Innovation
The process of creating new or improved goods
and services or developing better ways to
produce or provide them.
1-33
Building Blocks of
Competitive Advantage
1-34
Example - Alcon
 Entertainment companies like Alcon are seeking

ways to more economically produce their content
amid tightening margins and smaller audiences.
 One way Alcon is responding to this pressure is by
expanding into music production that will support
its film and television production endeavors.
 Producing music ”in-house” reduces cost,
providing Alcon with maximum flexibility to use
music as it sees fit.
http://www.alconent.com/
1-35
Turnaround Management
 Turnaround management
creation of a new vision for a struggling company
using a new approach to planning and organizing
to make better use of a company’s resources to
allow it to survive, and eventually prosper
1-36
Maintaining Ethical and Socially Responsible
Standards
 Managers are under considerable pressure to

make the best use of resources
 Too much pressure may induce managers to
behave unethically, and even illegally
1-37
Managing a Diverse Workforce
 To create a highly trained and motivated

workforce managers must establish HRM
procedures that are legal, fair and do not
discriminate against organizational members
1-38
Practicing Global
Crisis Management
1. Create teams to facilitate rapid decision making

and communication
2. Establish the organizational chain of command
and reporting relationships necessary to
mobilize a fast response
3. Recruit and select the right people to lead and
work in such teams
4. Develop bargaining and negotiating strategies to
manage the conflicts that arise
1-39
Video: PODS
 How do the employees at PODS use planning,

organizing, leading and controlling to manage
140,000 containers in service?
PODS
1-40

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Jones 9e ch01 Rev

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Chapter 1

1. Describe what management is, why management is

4. Distinguish between three kinds of managerial skill,

 All managers work in organizations

1. Individuals generally learn through personal

2. The economic benefits of becoming a good

1. Deciding which goals the organization will

 Co-CEOs Broderick Johnson and Andrew Kosove

 Managers must decide how best to organize

 The outcome of the control process is the

Building a Competitive Advantage

Utilizing IT and E-Commerce

Practicing Global Crisis Management

 Entertainment companies like Alcon are seeking

 Managers are under considerable pressure to

 To create a highly trained and motivated

1. Create teams to facilitate rapid decision making

 How do the employees at PODS use planning,

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