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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