Chapter1Chapter1 PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2004. All rights reserved. The Management Process.

ChapterChapter

11ChapterChapter

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PowerPoint Presentation by Charlie Cook© Copyright The McGraw-Hill Companies, Inc., 2004. All rights reserved.

The Management ProcessThe Management ProcessThe Management ProcessThe Management Process

Essentials ofContemporary Management

© Copyright 2004 McGraw-Hill. All rights reserved . 1–2

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

• After studying the chapter, you should be able to:After studying the chapter, you should be able to:

Describe Describe what management iswhat management is, why , why management is important, what managers do, management is important, what managers do, and how managers utilize organizational and how managers utilize organizational resources efficiently and effectively to achieve resources efficiently and effectively to achieve organizational goals.organizational goals.

Distinguish among Distinguish among planning, organizing, planning, organizing, leading, and controllingleading, and controlling (the four managerial (the four managerial functions), and explain how managers’ ability to functions), and explain how managers’ ability to handle each one can affect organizational handle each one can affect organizational performance.performance.


Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)

Differentiate among Differentiate among three levels of three levels of managementmanagement, and understand the , and understand the responsibilities of managers at different levels responsibilities of managers at different levels in the organizational hierarchy.in the organizational hierarchy.

Identify the Identify the roles managers performroles managers perform, the , the skills they need to execute those roles skills they need to execute those roles effectively and the way new information effectively and the way new information technology is affecting these roles and skills.technology is affecting these roles and skills.

Discuss the principal Discuss the principal challenges managers challenges managers faceface in today’s increasingly competitive global in today’s increasingly competitive global environment.environment.


What Is Management?What Is Management?What Is Management?What Is Management?

• ManagementManagementThe planning, organizing, leading, and controlling The planning, organizing, leading, and controlling

of human and other resources to achieve of human and other resources to achieve organizational goals effectively and efficiently.organizational goals effectively and efficiently.

• ManagersManagersThe people responsible for supervising the use of The people responsible for supervising the use of

an organization’s resources to meet its goals.an organization’s resources to meet its goals.

• Resources are organizational Resources are organizational assetsassetsPeoplePeople SkillsSkills KnowledgeKnowledge

InformationInformationRaw materialsRaw materials MachineryMachinery Financial capitalFinancial capital


Efficiency, Effectiveness, and Performance in an Efficiency, Effectiveness, and Performance in an OrganizationOrganization

Efficiency, Effectiveness, and Performance in an Efficiency, Effectiveness, and Performance in an OrganizationOrganization

Figure 1.1


Organizational PerformanceOrganizational PerformanceOrganizational PerformanceOrganizational Performance

• Organizational PerformanceOrganizational PerformanceA measure of how efficiently and effectively A measure of how efficiently and effectively

managers are using organizational resources managers are using organizational resources to satisfy customers and achieve goals.to satisfy customers and achieve goals.

• Efficiency Efficiency A measure of how well or productively A measure of how well or productively

resources are used to achieve a goal.resources are used to achieve a goal.

• EffectivenessEffectivenessA measure of the appropriateness of the A measure of the appropriateness of the

goals an organization is pursuing and the goals an organization is pursuing and the degree to which they are achieved.degree to which they are achieved.

To get the right things done!

To do the things right!


Why Study Management?Why Study Management?Why Study Management?Why Study Management?

• Proper management directly impacts Proper management directly impacts improvements in the well-being of a society.improvements in the well-being of a society.

• Studying management helps people to Studying management helps people to understand what management is and prepares understand what management is and prepares them accomplish managerial activities in their them accomplish managerial activities in their organizations.organizations.

• Studying management opens a path to a well-Studying management opens a path to a well-paying job and a satisfying career.paying job and a satisfying career.


Four Functions of ManagementFour Functions of ManagementFour Functions of ManagementFour Functions of Management

Figure 1.2


Managerial FunctionsManagerial FunctionsManagerial FunctionsManagerial Functions

• Henri FayolHenri FayolFirst outlined the four managerial functions First outlined the four managerial functions

in his book in his book General Industrial ManagementGeneral Industrial Management. . Managers at all levels in all organizations Managers at all levels in all organizations

perform each of the functions of planning, perform each of the functions of planning, organizing, leading, and controlling.organizing, leading, and controlling.


PlanningPlanningPlanningPlanning

• Identifying and selecting appropriate Identifying and selecting appropriate goalsgoals and courses of action for an and courses of action for an organizationorganization..The planning function determines how The planning function determines how

effective and efficient the organization is and effective and efficient the organization is and determines the determines the strategystrategy of the organization. of the organization.

• Three Steps in the Planning Process:Three Steps in the Planning Process:Deciding which goals to pursue.Deciding which goals to pursue.Deciding what courses of action to adopt.Deciding what courses of action to adopt.Deciding how to allocate resources.Deciding how to allocate resources.


Management Key ConceptsManagement Key ConceptsManagement Key ConceptsManagement Key Concepts

• OrganizationOrganizationPeople working together and coordinating People working together and coordinating

their actions to achieve specific goals.their actions to achieve specific goals.

• Goal/objectiveGoal/objectiveA desired future condition that the A desired future condition that the

organization seeks to achieve.organization seeks to achieve.

• StrategyStrategyA cluster of decisions about what goals to A cluster of decisions about what goals to

pursue, what actions to take, and how to use pursue, what actions to take, and how to use resources to achieve goals.resources to achieve goals.

c.f. policy


OrganizingOrganizingOrganizingOrganizing

• Structuring Structuring working relationshipsworking relationships in a way in a way that allows organizational members to work that allows organizational members to work together to achieve organizational goals.together to achieve organizational goals.

• Organizational StructureOrganizational StructureA A formalformal system of task and reporting system of task and reporting

relationships that coordinates and motivates relationships that coordinates and motivates organizational members.organizational members.

Creating organizational structure:Creating organizational structure:• Grouping employees into Grouping employees into departmentsdepartments according to according to

the tasks performed.the tasks performed.

• Laying out lines of Laying out lines of authorityauthority and and responsibilityresponsibility for for organizational members.organizational members.


LeadingLeadingLeadingLeading

• Articulating a clear Articulating a clear visionvision to follow, and to follow, and energizingenergizing and enabling organizational and enabling organizational members so they understand the part they members so they understand the part they play in attaining organizational goals.play in attaining organizational goals.Leadership involves using power, influence, Leadership involves using power, influence,

vision, persuasion, and communication skills.vision, persuasion, and communication skills.The outcome of leadership is highly The outcome of leadership is highly

motivated and committed organizational motivated and committed organizational members.members.


ControllingControllingControllingControlling

• Evaluating how well an organization is Evaluating how well an organization is achieving its goals and taking action to achieving its goals and taking action to maintain or improve performance.maintain or improve performance.MonitoringMonitoring individuals, departments, and individuals, departments, and

the organization to determine if desired the organization to determine if desired performance standards have been reached.performance standards have been reached.

Taking action to increase performance as Taking action to increase performance as required.required.

The outcome of control is the ability to The outcome of control is the ability to measure performance accurately and to measure performance accurately and to regulate the organization for efficiency and regulate the organization for efficiency and effectiveness.effectiveness.


Types of ManagersTypes of ManagersTypes of ManagersTypes of Managers

• Levels of ManagementLevels of ManagementFirst-line managersFirst-line managers

• Responsible for day-to-day operations. Supervise people Responsible for day-to-day operations. Supervise people performing activities required to make the good or service. performing activities required to make the good or service.

Middle managersMiddle managers

• Supervise first-line managers. Are responsible to find the Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals.best way to use departmental resources to achieve goals.

Top managersTop managers

• Responsible for the performance of all departments and Responsible for the performance of all departments and have cross-departmental responsibility.have cross-departmental responsibility.

• Establish organizational goals and monitor middle Establish organizational goals and monitor middle managers. managers.

• Form top management team along with the CEO and COO.Form top management team along with the CEO and COO.


Levels of ManagementLevels of ManagementLevels of ManagementLevels of Management

Figure 1.3


Relative Amount of Time That Managers Relative Amount of Time That Managers Spend on the Four Managerial FunctionsSpend on the Four Managerial FunctionsRelative Amount of Time That Managers Relative Amount of Time That Managers Spend on the Four Managerial FunctionsSpend on the Four Managerial Functions

Figure 1.4


IT and Managerial Roles and SkillsIT and Managerial Roles and SkillsIT and Managerial Roles and SkillsIT and Managerial Roles and Skills

• Information Technology (IT) is increasingly Information Technology (IT) is increasingly used to help managers adopt a cross-used to help managers adopt a cross-departmental view of their organization.departmental view of their organization.

• Managerial RoleManagerial RoleThe set of specific tasks that a person is The set of specific tasks that a person is

expected to perform because of the position expected to perform because of the position he or she holds in the organization.he or she holds in the organization.

• Roles are defined into three role categories Roles are defined into three role categories (as (as identified by Mintzberg):identified by Mintzberg):InterpersonalInterpersonal Informational Informational

DecisionalDecisional


Decisional RolesDecisional RolesDecisional RolesDecisional Roles

• Roles associated with methods managers use in Roles associated with methods managers use in planning strategy and utilizing resources:planning strategy and utilizing resources:EntrepreneurEntrepreneur—deciding which new projects or —deciding which new projects or

programs to initiate and to invest resources in. programs to initiate and to invest resources in. Disturbance handlerDisturbance handler—managing an —managing an

unexpected event or crisis.unexpected event or crisis.Resource allocatorResource allocator—assigning resources —assigning resources

between functions and divisions, setting the between functions and divisions, setting the budgets of lower managers.budgets of lower managers.

NegotiatorNegotiator—reaching agreements between —reaching agreements between other managers, unions, customers, or other managers, unions, customers, or shareholders.shareholders.


Informational RolesInformational RolesInformational RolesInformational Roles

• Roles associated with the tasks needed to Roles associated with the tasks needed to obtain and transmit information in the process obtain and transmit information in the process of managing the organization:of managing the organization:MonitorMonitor—analyzing information from both —analyzing information from both

the internal and external environment.the internal and external environment.DisseminatorDisseminator—transmitting information to —transmitting information to

influence the attitudes and behavior of influence the attitudes and behavior of employees.employees.

SpokespersonSpokesperson—using information to —using information to positively influence the way people in and positively influence the way people in and out of the organization respond to it.out of the organization respond to it.


Interpersonal RolesInterpersonal RolesInterpersonal RolesInterpersonal Roles

• Roles that managers assume to provide Roles that managers assume to provide direction and supervision to both employees direction and supervision to both employees and the organization as a whole:and the organization as a whole:FigureheadFigurehead—symbolizing the organization’s —symbolizing the organization’s

mission and what it is seeking to achieve.mission and what it is seeking to achieve.LeaderLeader—training, counseling, and mentoring —training, counseling, and mentoring

high employee performance.high employee performance.LiaisonLiaison—linking and coordinating the —linking and coordinating the

activities of people and groups both inside activities of people and groups both inside and outside the organization/department.and outside the organization/department.


Being a ManagerBeing a ManagerBeing a ManagerBeing a Manager

BrevityBrevityBrevityBrevity

High VarietyHigh VarietyHigh VarietyHigh Variety FragmentationFragmentationFragmentationFragmentation

ManagerialManagerialProblemsProblems

ManagerialManagerialProblemsProblems

Compensation to be a manager


Managerial SkillsManagerial SkillsManagerial SkillsManagerial Skills

• Conceptual SkillsConceptual SkillsThe ability to analyze and diagnose a The ability to analyze and diagnose a

situation and distinguish between cause and situation and distinguish between cause and effect.effect.

• Human SkillsHuman SkillsThe ability to understand, alter, lead, and The ability to understand, alter, lead, and

control the behavior of other individuals and control the behavior of other individuals and groups.groups.

• Technical SkillsTechnical SkillsThe specific knowledge and techniques The specific knowledge and techniques

required to perform an organizational role.required to perform an organizational role.

What should be the right thing?

How can we do better?


Skill Types Needed by Managerial Skill Types Needed by Managerial LevelLevel

Skill Types Needed by Managerial Skill Types Needed by Managerial LevelLevel


Challenges for Management Challenges for Management in a Global Environmentin a Global Environment

Challenges for Management Challenges for Management in a Global Environmentin a Global Environment

• Increasing Number of Global Organizations.Increasing Number of Global Organizations.

• Building a Competitive Building a Competitive AdvantageAdvantage..

• Maintaining Maintaining EthicalEthical Standards. Standards.

• Managing a Managing a DiverseDiverse Workforce. Workforce.

• Utilizing Utilizing ITIT and E-commerce. and E-commerce.


Building a Competitive AdvantageBuilding a Competitive AdvantageBuilding a Competitive AdvantageBuilding a Competitive Advantage

• Increasing Increasing EfficiencyEfficiencyReducing the quantity of resources used to Reducing the quantity of resources used to

produce goods and services.produce goods and services.

• Increasing Increasing QualityQualityIntroducing Total Quality Management (TQM) to Introducing Total Quality Management (TQM) to

improve quality.improve quality.

• Increasing Speed, Flexibility, and Increasing Speed, Flexibility, and InnovationInnovationAdapting to bring new products to market faster.Adapting to bring new products to market faster.

• Increasing Increasing ResponsivenessResponsiveness to Customers to CustomersEmpowering employees to deal with customers.Empowering employees to deal with customers.


Building Blocks of Competitive AdvantageBuilding Blocks of Competitive AdvantageBuilding Blocks of Competitive AdvantageBuilding Blocks of Competitive Advantage

Figure 1.5


Maintaining Ethical StandardsMaintaining Ethical StandardsMaintaining Ethical StandardsMaintaining Ethical Standards

• Factors Influencing Behaviors:Factors Influencing Behaviors:External pressures from External pressures from

stockholders/stakeholders for increased stockholders/stakeholders for increased organizational financial performance.organizational financial performance.

Internal pressures from top management to Internal pressures from top management to lower-level managers to increase the lower-level managers to increase the organization’s competitive performance and organization’s competitive performance and profitability.profitability.

Societal, cultural, and environment demands Societal, cultural, and environment demands on the organization.on the organization.Hurt somebody unintendedly vs. illegally


Managing a Diverse WorkforceManaging a Diverse WorkforceManaging a Diverse WorkforceManaging a Diverse Workforce

• The Increasing Diversity of the WorkforceThe Increasing Diversity of the Workforce

• Non-Discriminatory Employment PracticesNon-Discriminatory Employment Practices

• Performance-Enhancing Benefits of a Diverse Performance-Enhancing Benefits of a Diverse WorkforceWorkforce

The opportunities for specialization


Utilizing Information Technology (IT)Utilizing Information Technology (IT)and E-commerceand E-commerce

Utilizing Information Technology (IT)Utilizing Information Technology (IT)and E-commerceand E-commerce

• Benefits of IT and E-commerce Benefits of IT and E-commerce Makes more and better information about the Makes more and better information about the

organization available to outsidersorganization available to outsidersEmpowersEmpowers employees at all organizational employees at all organizational

levelslevelsHelps managers carry out their roles more Helps managers carry out their roles more

effectively and efficientlyeffectively and efficientlyIncreases Increases awarenessawareness of competitive of competitive

opportunitiesopportunitiesMakes the organization more Makes the organization more responsiveresponsive to to

its customers its customers


RReadings on the historical management eadings on the historical management gurusgurus

RReadings on the historical management eadings on the historical management gurusgurus

• AAppendix A of chapter 1ppendix A of chapter 1

• BBrief the management thoughtsrief the management thoughts

Chapter1Chapter1 PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2004. All rights reserved. The Management Process.

Documents

levels of management

proper management

organizational resources

study management

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organizational goals

functions of management

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