Chapter 1 Management © 2015 Cengage Learning MGMT7.

Chapter 1 Management

© 2015 Cengage Learning MGMT7

© 2015 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

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The Four Functions of Management

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

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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

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1-3

What the Four Kinds of Managers Do

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Top Managers

• CEO, COO, CFO, CIO• Overall direction of the organization• Create context for change• Develop employees’ commitment to and

ownership of company performance• Create a positive organizational culture

through language and action• Monitor the business environment

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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

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First-Line Managers

• Office manager, shift supervisor, department manager

• Train and supervise the performance of nonmanagerial employees

• Encourage, monitor, and reward employees’ performance

• Make detailed schedules and operating plans

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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

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1-4

Mintzberg’s Managerial Roles

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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

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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

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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

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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

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Management Skills

1-5© 2015 Cengage Learning

© 2015 Cengage Learning

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

1-5

What Companies Look For• Conceptual skills

– ability to see the organization as a whole

• Motivation to manage

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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

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Stages in the Transition to Management

1-7© 2015 Cengage Learning

Competitive Advantage through People

1-8© 2015 Cengage Learning

<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.

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