Chapter 1 Management

1Copyright ©2008 by Cengage Learning. All rights reserved

Chapter 1 Management

Designed & Prepared byB-books, Ltd.

MGMT2008

Chuck Williams

2Copyright ©2008 Cengage Learning. All rights reserved

Management Functions

Planning

Organizing

Leading

Controlling

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The Control Process

2.4

Set standards toachieve goals

Compare actualperformance to

standards

Make changesto return

performance tostandards

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Responsibilities of Top Managers

Creating a context for change

Developing commitmentand ownership in employees

Creating a positive organizational culture through language and action

Monitoring their business environments

3.1

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Responsibilities of Middle Managers

3.2

Coordinate and link groups, departments, and divisions

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

Implement changes or strategies generated by top managers

Plan and allocate resources to meet objectives

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Responsibilities of First-Line Managers

3.3

Manage the performance of entry-level employees

Encourage, monitor, and reward the performance of workers

Teach entry-level employees how to do their jobs

Make detailed schedules and operating plans

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Responsibilities of Team Leaders

Facilitate team performance

Manage external relations

3.4

Facilitate internal team relationships

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Mintzberg’s Managerial Roles

H. Mintzberg, “The Manager’s Job: Folklore and Fact,” Harvard Business Review (July-August 1975).

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Interpersonal Informational DecisionalFigurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

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What Companies Look for in Managers

Technical Skills Human Skills

Conceptual Skills

Motivation to Manage

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Transition to Management (The First Year)

Be the boss Formal authority Manage tasks Job is not

managing people

Initial expecta-tions were wrong

Fast pace Heavy workload Job is to be

problem-solverand troubleshooter

No longer “doer” Communication,

listening, positivereinforcement

Learning to adaptand control stress

Job is peopledevelopment

Managers’Initial Expectations

After Six MonthsAs a Manager

After a YearAs a Manager

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Management Practices in Top Performing Companies

Competitive Advantage through People

1. Employment Security2. Selective Hiring3. Self-Managed Teams and Decentralization4. High Wages Contingent on Org. Performance 5. Training and Skill Development6. Reduction of Status Differences7. Sharing Information

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