Chapter 1 Management

1. Management Principles Chapter 1 Management Craig W. Fontaine, Ph.D.

2. 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

4. 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

5. 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

7. 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

8. 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

9. 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

10. 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

12. 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

13. 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

14. 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

15. 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

17. 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

18. 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

19. Mistakes Managers Make • Insensitive to others: abrasive, intimidating, bullying style • Cold, aloof, arrogant • Betray trust • Overly ambitious: thinking of next job, playing politics • Specific performance problems with the business • Over-managing: unable to delegate or build a team • Unable to staff effectively • Unable to think strategically • Unable to adapt to boss with different style • Over-dependent on advocate or mentor