Chapter 1 Management

Chapter 1

Management

Management Principles

Craig W. Fontaine, Ph.D.

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

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

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 non-

managerial employees• Teach entry-level employees how to do their

jobs• Encourage, monitor, and reward employees’

performance• Make detailed schedules and operating plans

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

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 Make

1. Insensitive to others: abrasive, intimidating, bullying style

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

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