lecture 1 managing & the managers job

Learning ObjectivesAfter studying this chapter, you should be able to:Describe the nature of management, define management and managers, and characterize their importance.Identify and briefly explain the four basic management functions in organizations.Describe the kinds of managers found at different levels and in different areas of the organization.Identify the basic managerial roles that managers may play and the skills they need to be successful.Discuss the science and the art of management and describe how people become managers.Summarize the scope of management in organizations.Copyright by Houghton Mifflin Company. All rights reserved. 1*

Copyright by Houghton Mifflin Company. All rights reserved.

Chapter OutlineThe Management ProcessPlanning and Decision Making: Determining Courses of ActionOrganizing: Coordinating Activities and ResourcesLeading: Motivating and Managing PeopleControlling: Monitoring and Evaluating ActivitiesKinds of ManagersManaging at Different Levels of the OrganizationManaging in Different Areas of the OrganizationBasic Managerial Roles and SkillsManagerial RolesManagerial SkillsThe Nature of Managerial WorkThe Science and the Art of ManagementBecoming a ManagerThe Scope of ManagementManaging in Profit-Seeking OrganizationsManaging in Not-for-Profit OrganizationsCopyright by Houghton Mifflin Company. All rights reserved. 1*


Organizational ResourcesHuman resourcesManagerial talent and laborFinancial resourcesCapital investments to support ongoing and long-term operationsPhysical AssetsRaw materials; office and production facilities, and equipmentInformationUsable data, information linkagesCopyright by Houghton Mifflin Company. All rights reserved. 1*


Examples of Resources Used by OrganizationsCopyright by Houghton Mifflin Company. All rights reserved. 1*Table 1.1


Organization

HumanResources

FinancialResources

PhysicalResources

InformationResources

Shell Oil

Drilling platform workersCorporate Executives

ProfitsStockholder investments

RefineriesOffice Buildings

Sales forecastOPEC proclamations

Iowa StateUniversity

FacultySecretarial Staff

Alumni contributionsGovernment grants

ComputersCampus facilities

Research reportsGovernment publications

New York City

Police officersMunicipal employees

Tax revenueGovernment grants

Sanitation equipmentMunicipal buildings

Economic forecastsCrime statistics

Susans CornerGrocery Store

Grocery clerksBookkeeper

ProfitsOwner investment

BuildingDisplay shelving

Price lists from suppliersNewspaper ads for competitors

What is Management?A set of activitiesplanning and decision making, organizing, leading, and controllingdirected at an organizations resources human, financial, physical, and informationwith the aim of achieving organizational goals in an efficient and effective manner.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Basic Purpose of ManagementCopyright by Houghton Mifflin Company. All rights reserved. 1*EFFICIENTLY Using resources wisely and in a cost-effective wayEFFECTIVELY Making the right decisions and successfully implementing them


What is a Manager?Someone whose primary responsibility is to carry out the management process.Someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.Copyright by Houghton Mifflin Company. All rights reserved. 1*


The Management ProcessPlanning and Decision MakingSetting an organizations goals and selecting a course of action from a set of alternatives to achieve them.OrganizingDetermining how activities and resources are to be grouped.Leading The set of processes used to get members of the organization to work together to advance the interests of the organization.Controlling Monitoring the organizations progress towards its goals.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Kinds of Managers by LevelTop ManagersThe relatively small group of executives who manage the overall organization. They create the organizations goals, overall strategy, and operating policies.Middle ManagersLargest group of managers in organizations who are primarily responsible for implementing the policies and plans of top managers. They also supervise and coordinate the activities of lower level managers.First-Line ManagersManagers who supervise and coordinate the activities of operating employees.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Kinds of Managers by AreaMarketing ManagersWork in areas related to getting consumers and clients to buy the organizations products or servicesnew product development, promotion, and distribution.Financial ManagersDeal primarily with an organizations financial resourcesaccounting, cash management, and investments.Operations ManagersConcerned with creating and managing the systems that create organizations products and servicesproduction control, inventory, quality control, plant layout, site selection.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Kinds of Managers by Area (contd)Human Resource ManagersInvolved in human resource planning, recruiting and selecting employees, training and development, designing compensation and benefit systems, formulating performance appraisal systems, and discharging low-performing employees.Administrative ManagersGeneralists who are familiar with all functional areas of management and who are not associated with any particular management specialty. Other Kinds of ManagersOrganizations have developed specialized managerial positions (e.g., public relations managers) directly related to the needs of the organization.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Managerial Roles (Mintzberg)Interpersonal RolesFigurehead, leader, and liaison roles involve dealing with other people.Informational RolesMonitor, disseminator, and spokesperson roles involve the processing of information.Decisional Roles Entrepreneur, disturbance handler, resource allocator, and negotiator are managerial roles primarily related to making decisions.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Ten Basic Managerial RolesCopyright by Houghton Mifflin Company. All rights reserved. 1*Table 1.2


Category

Role

Sample Activities

Interpersonal

Figurehead

Attending ribbon-cutting ceremony for new plant

Leader

Encouraging employees to improve productivity

Liaison

Coordinating activities of two projects

Informational

Monitor

Scanning industry reports to stay abreast of developments

Disseminator

Sending memos outlining new organizational initiatives

Spokesperson

Making a speech to discuss growth plans

Decisional

Entrepreneur

Developing new ideas for innovation

Disturbance handler

Resolving conflict between two subordinates

Resource allocator

Reviewing and revising budget requests

Negotiator

Reaching agreement with a key supplier or labor union

Managerial SkillsTechnicalSkills necessary to accomplish or understand the specific kind of work being done in an organization.InterpersonalThe ability to communicate with, understand, and motivate both individuals and groups.ConceptualThe managers ability to think in the abstract.DiagnosticThe managers ability to visualize the most appropriate response to a situation.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Managerial Skills (contd)CommunicationThe managers abilities both to convey ideas and information effectively to others and to receive ideas and information effectively from others.Decision-MakingThe managers ability to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve the problems and capitalize on opportunities.Time-ManagementThe managers ability to prioritize work, to work efficiently, and to delegate appropriately.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Management: Science or Art?Science of ManagementAssumes that problems can be approached using rational, logical, objective, and systematic ways.Requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems.Art of Management Decisions are made and problems solved using a blend of intuition, experience, instinct, and personal insights.Requires the use of conceptual, communication, interpersonal, and time-management skills to successfully accomplish the tasks associated with managerial activities.Copyright by Houghton Mifflin Company. All rights reserved. 1*


Managing in OrganizationsFor-profit OrganizationsLarge businessesIndustrial firms, commercial banks, insurance companies, retailers, transportation companies, utilities, communication companies, service organizationsSmall businesses and start-up businessesInternational managementNot-for-profit OrganizationsGovernmental organizationslocal, state, and federal Educational organizationspublic and private schools, colleges, and universitiesHealthcare facilitiespublic hospitals and HMOsNontraditional settingscommunity, social, spiritual groups Copyright by Houghton Mifflin Company. All rights reserved. 1*


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lecture 1 managing & the managers job

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