Introduction to Management

1. Introduction to Management Chapter 1

2. Topics What is management? What do managers do? What challenges do managers at different levels face?

3. Getting workdone throughothers Efficiency Effectiveness Management is… 1

4. Classical Management Functions UpdatedManagement Functions Planning Controlling Organizing Leading Making Things Happen Meeting the Competition Organizing People, Projects, and Processes Leading Management Functions 2

5. Levels of Management Top Level Management Middle Level Management First-Line Management 3

6. Responsible for… Creating a context for change Developing attitudes of commitmentand ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments Top Managers 3.1

7. Responsible for… Setting objectives consistent with top management goals, planning strategies Coordinating and linking groups, departments, and divisions Monitoring and managing the performance of subunits and managers who report to them Implementing the changes or strategiesgenerated by top managers Middle Managers 3.2

8. Responsible for… Managing the performance of entry-level employees Teaching entry-level employees how to do their jobs Making schedules and operating plans based on middle management’s intermediate-range plans First-Line Managers 3.3

9. Responsible for… Facilitating team performance Managing external relationships Facilitating internal team relationships Team Leaders 3.4

10. Interpersonal Informational Decisional Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator Managerial Roles Adapted from Exhibit 1.3 4 H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)

11. What Challenges Do Managers Face? • Developing the appropriate skills for managerial work • Avoiding “typical” managerial mistakes • Making the transition from individual contributor to manager

12. Technical Skills Human Skill Conceptual Skill Motivation to Manage What Companies Look for in Managers 5

13. Theory X and Y • Managerial beliefs or philosophies with regard to how to manage others • Includes assumptions about human behavior as well as what makes a business successful • Our beliefs have consequences on how we manage others and the expectations they have of us

14. Theory X • Management's only responsibility is to improve the company's "bottom line." • The employees of an organization are tools to be used to meet this goal. • People are basically unwilling to work in the best interests of the company, cannot handle responsibility, and must be tightly controlled, prodded, and punished to get their work done.

15. Theory Y • Management should create conditions that enable and encourage employees to attain their own goals by working toward the goals of the organization. • Employees are inherently ready to accept responsibility, do a good job, and work in the best interests of the company. • It is management's responsibility to create the conditions that will allow employees to develop their fullest potential.

16. 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitions 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor Mistakes Managers Make Adapted from Exhibit 1.5McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983 6

17. Initial Assumptions Reality • Exercise formal authority • Manage tasks, not people • Help employees do their jobs • Hire and fire • Cannot be “bossy” • Manage people,not tasks • Coach employee performance • Fast pace, heavy workload The First Year Management Transition 7