Chapter 1

Chapter 1 Introduction to Management

Management TalkBill Gates

• Complacent: pleased, especially with oneself or one's merits, advantages, situation, etc., often without awareness of some potential danger or defect; self-satisfied.

• Companies fail with this kind of attitude• The most successful companies must

constantly reinvent themselves – CHANGE!• http://

www.leadership-with-you.com/bill-gates-leadership.html

The Importance of Business Management

• The Business World Today– Technology and society are changing more rapidly than ever

before; ex. Bank of America– Concern for the environment has forced companies to think about

how their actions affect the quality of the air, land, and water. Ex. Paper or plastic; OR visit our website at www.blahblahblah.

– Competition – Is this a good thing?– Minorities, women, immigrants in the workplace

ALL OF THESE CHANGES HAVE CREATED NEW CHALLENGES FOR MANAGERS!

What is Management

• The process of deciding how best to use a business’s resources to produce goods or provide services. – Those resources are its

employees, equipment, and money.

Levels of Management• Senior Management – establish goals, decides what actions are necessary to meet the goals,

decides how to use the company’s resources.– CEO, COO, Senior VP’s, Principal of North– NOT involved in the day-to-day operations; but concentrate on setting the direction the

company will follow.

• Middle Management – meets the goals that senior management sets. Sets goals for specific areas of the business and decides what the employees in each area must do to meet those goals. – Dept. heads, District sales managers, Mr. Parks in Business

• Supervisory Management – Lowest level of management. – Make sure day-to-day operations of the business run smoothly.– Teachers managing their classrooms

• Large companies usually have all three kinds of managers.

• Heirarchy – group ranked in order of importance

The Management Process

• Three ways management works: – Divide tasks managers perform into categories– Look at the different roles managers play– Look at skills managers need to do their jobs.

Tasks• Planning – sets goals and plans to reach them• Organizing – assigns employees to perform

activities• Staffing – recruits, selects and trains employees• Leading – guides and keeps lines of

communication open• Controlling – analyzes accounting records and

makes changes if financial standards are not being met.

• Mrs. Marquart is the “manager” at North. Can you explain this.

Management Roles• Interpersonal – requires a manager to have positive relationships with

people. – What does the term "sugar catches more flies than vinegar" mean?– How you react has a far greater impact than any problem ever could. – •When someone drops the ball... Don't attack -- Teach.– •When everyone disagrees... Don't take sides -- Mediate.– •When things fall apart... Don't blame -- Solve.– •When you hear a new idea... Don't close doors -- Open doors.– •When you run into confrontation... Don't argue -- Negotiate.– •When bad news hits... Don't avoid -- Confront.

• Information-related roles – requires a manager to provide knowledge, news, or advise to employees.

• Decision-making roles – managers must make changes in policies, resolve conflicts and decide how best to use resources.

Management Skills• Conceptual Skills – the ability

to understand how different parts of a business relate to one another and to the business as a whole.

• Human Relations Skills – the need to understand and work well with people.

• Technical Skills – specific abilities that people use to perform their jobs.

Principles of Management• Principles – not principal! • A basic truth or law• Based on a hypothesis – or an idea about the way something

works. Once something is tested many times with the same results, the hypothesis is accepted as a law or principle.

• Developing Principles of Management is difficult because it is not a science. We are dealing with people.

• Principles of Management are developed through observation and deduction – drawing conclusions from specific examples.

• Principles of management should be viewed as a guide to action rather than a rigid law. Example: Flex scheduling

Women and MinoritiesGlass ceiling: the invisible barrier that prevents women and minorities from moving up in the world of business.

1950’s – 1960’s – Most women were secretaries, teachers, and nurses.Minorities: custodial workers and laborers.

70’s – present: We are seeing some change in women and minorities in the workplace and in managerial positions. Some women and minorities in CEO positions.

1999 Hewlett Packard first company to appt. a woman as CEO.

Federal government has increased their hiring/promoting of women managers. Most Senior Managers are still white men.

Sports and Space Exploration slowly breaking the glass ceiling.

When top white men managers retire, this opens the door for more women and minorities.

Managers must be sensitive to the multicultural challenges in the workplace today: language barriers, dress, holiday observances, etc.

Websites• http://collegetimes.us/10-surprising-statistics-on-women-in-the-workplace/

• http://economics.about.com/od/laborinamerica/a/diversity.htm

• http://www.referenceforbusiness.com/management/Tr-Z/Women-and-Minorities-in-Management.html

Scroll down to Women and Minorities in Management and The Glass Ceiling

• http://www.dailymail.co.uk/news/article-1362810/Glass-ceiling-Women-chance-promotion-men.html

• http://www.reuters.com/article/2011/03/22/us-media-women-idUSTRE72L6WA20110322

• http://www.womenonbusiness.com/more-men-in-executive-positions-than-women-101-ratio/

• http://www.news.harvard.edu/gazette/2006/09.14/25-dobbin.html

• http://www.askmen.com/money/career/16_career.html