Chapter 1 Management © 2014 Cengage Learning MGMT6.

Chapter 1 Management

© 2014 Cengage Learning MGMT6

© 2014 Cengage Learning

1-1 describe what management is1-2 explain the four functions of management1-3 describe different kinds of managers1-4 explain the major roles and subroles that managers

perform in their jobs1-5 explain what companies look for in managers1-6 discuss the top mistakes that managers make in their

jobs1-7 describe the transition that employees go through

when they are promoted to management1-8 explain how and why companies can create

competitive advantage through people

Management Is…

• Getting work done through others

• Efficiency – getting work done with a minimum of effort, waste, or expense

• Effectiveness – accomplishing tasks that help fulfill organizational objectives

© 2014 Cengage Learning 1-1

© 2014 Cengage Learning1-1

Management Functions

• Planning– determining organizational goals

and a means for achieving them

• Organizing– deciding where decisions will be

made, who will do what jobs and tasks, and who will work for whom in the company


Management Functions

• Leading– inspiring and motivating workers to

work hard to achieve organizational goals

• Controlling– monitoring progress toward goal

achievement and taking corrective action when progress isn’t being made



Top Managers

• CEO, COO, CFO, CIO• Responsible for overall direction of the

organization• Responsible for creating a context for

change• Develop employees’ commitment to and

ownership of company performance• Create a positive organizational culture

through language and action• Responsible for monitoring the business

environment© 2014 Cengage Learning 1-3

Middle Managers

• Plant manager, regional manager, divisional manager

• Set objectives consistent with top management’s goals

• Implement subunit strategies for achieving objectives

• Plan and allocate resources to meet objectives• Coordinate and link groups, departments, and

divisions• Monitor and manage subunits and individual

managers


First-Line Managers


• Office manager, shift supervisor, department manager

• Train and supervise the performance of nonmanagerial employees

• Teach entry-level employees how to do their jobs

• Encourage, monitor, and reward employees’ performance

• Make detailed schedules and operating plans

1-3

Team Leaders• Facilitate team activities toward

accomplishing a goal

• Help team members plan and schedule work, learn to solve problems, and work effectively with each other

• Manage internal and external relationships



Interpersonal Roles

• Figurehead– managers perform ceremonial duties

• Leader– managers motivate and encourage

workers to accomplish organizational objectives

• Liaison– managers deal with people outside

their units


Informational Roles


• Monitor– managers scan their environment for information

and receive unsolicited information• Disseminator

– managers share information with subordinates and others in the company

• Spokesperson– managers share information with people outside

of the company

1-4

Decisional Roles• Entrepreneur

– managers adapt themselves, their subordinates, and their units to change

• Disturbance handler– managers respond to problems so

severe that they demand immediate action


Decisional Roles• Resource allocator

– managers decide who will get what resources and in what amounts

• Negotiator– managers negotiate schedules,

projects, goals, outcomes, resources, and employee raises



What Companies Look For

• Technical skills– specialized procedures, techniques, and

knowledge required to get the job done

• Human skills– ability to work well with others


What Companies Look For• Conceptual skills

– ability to see the organization as a whole, to recognize how the company fits into its external environment

• Motivation to manage– an assessment of how motivated employees

are to interact with superiors, participate in competitive situations, behave assertively with others, tell others what to do, reward good behavior, punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks


Mistakes Managers Make1. Insensitive to others: abrasive, intimidating,

bullying style2. Cold, aloof, arrogant3. Betray trust4. Overly ambitious: thinking of next job, playing

politics5. Specific performance problems with the business6. Overmanaging: unable to delegate or build a team7. Unable to staff effectively8. Unable to think strategically9. Unable to adapt to boss with different style10.Overdependent on advocate or mentor




<click screenshot for video>

Camp Bow Wow1. Identify three skills that

companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video.

2. Which activities at Camp Bow Wow require high efficiency? Which activities require high effectiveness?

3. 3. List two activities that leaders at Camp Bow Wow perform daily, and identify which of the managerial roles discussed in the chapter figure prominently for each.


http://www.cengage.com/management/webtutor/daft_mgt10e/video/ojt/ch01.html

Chapter 1 Management © 2014 Cengage Learning MGMT6.

Documents

cengage learning mgmt6

individual managers

line managers

managers ceo

company spokesperson

different kinds of managers

middle managers plant

functions of management