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Introduction to
ManagementChapter 1
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Management is…
1
Effectiveness
Efficiency
Getting workdone throughothers
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Management Functions
Planning
Controlling
Organizing
Leading
Making Things Happen
Meeting the Competition
Organizing People,
Projects, and Processes
Leading
ClassicalManagement Functions
Updated Management Functions
2
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Levels of Management
3
CEOCOOCIO
General MgrPlant Mgr
Regional Mgr
Office ManagerShift Supervisor
Department ManagerTeam Leader
Top Level Management
Middle Level Management
First-LineManagement
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Top Managers
3.1
Responsible for…
Creating a context for change
Developing attitudes of commitmentand ownership in employees
Creating a positive organizational
culture through language and action
Monitoring their business environments
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Middle Managers
3.2
Responsible for…
Setting objectives consistent with topmanagement goals, planning strategies
Coordinating and linking groups,departments, and divisions
Monitoring and managing the performanceof subunits and managers who report to them
Implementing the changes or strategies
generated by top managers
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First-Line Managers
3.3
Responsible for…
Managing the performance ofentry-level employees
Teaching entry-level employeeshow to do their jobs
Making schedules and operating plans based onmiddle management’s intermediate-range plans
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Team Leaders
3.4
Responsible for…
Facilitating team performance
Managing external relationships
Facilitating internal team relationships
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Managerial Roles
4
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
DisturbanceHandler
ResourceAllocator
Negotiator
Interpersonal Informational Decisional
H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)
Adapted from Exhibit 1.3
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What Challenges Do ManagersFace?
Developing the appropriate skillsfor managerial work
Avoiding “typical” managerial
mistakes
Making the transition from individual
contributor to manager
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What Companies Look for inManagers
5
Technical Skills Human Skill
Conceptual Skill Motivation to Manage
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Theory X and Y
Managerial beliefs or philosophies withregard to how to manage others
Includes assumptions about humanbehavior as well as what makes abusiness successful
Our beliefs have consequences on howwe manage others and the expectationsthey have of us
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Theory X
Management's only responsibility is toimprove the company's "bottom line."
The employees of an organization are
tools to be used to meet this goal.People are basically unwilling to work inthe best interests of the company, cannot
handle responsibility, and must be tightlycontrolled, prodded, and punished to gettheir work done.
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Theory Y
Management should create conditions thatenable and encourage employees to attain theirown goals by working toward the goals of the
organization.Employees are inherently ready to acceptresponsibility, do a good job, and work in thebest interests of the company.
It is management's responsibility to create theconditions that will allow employees to developtheir fullest potential.
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Mistakes Managers Make
6 Adapted from Exhibit 1.5
McCall & Lombardo, “What Makes a Top Executive?” Psychology Today , Feb 1983
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitions
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 strategically9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
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The First Year ManagementTransition
7
Exercise formal authority
Manage tasks,not people
Help employeesdo their jobs
Hire and fire
Cannot be “bossy”
Manage people,not tasks
Coach employeeperformance
Fast pace,heavy workload
Initial Assumptions Reality