Chapter 1 Management Dr. Ellen A. Drost

1. Chapter 1 ManagementDr. Ellen A. Drost

2. Objectives • What is Management • What do managers do? • What kinds of managers are there? • What roles do managers play? • What does it take to be a manager? • Why does management matter? Numi Tea video 3

3. What is Management Management Is… Getting workdone throughothers Efficiency Effectiveness 1

4. Management Functions Planning Organizing Leading Controlling 2

5. Planning Determining organizational goals and a means for achieving them Planning 2.1

6. Organizing • Deciding where decisions will be made • Who will do what jobs and tasks • Who will work for whom 2.2

7. Leading Inspiring Motivating Leading For Anne Mulcahy, CEO of Xerox, the key to successful leadership is communicating with the company’s most important constituents: employees and customers.

8. Controlling Monitoring progress toward goal achievement and taking corrective action when needed Controlling 2.4

9. The Control Process Set standards toachieve goals Compare actualperformance to standards Make changes to returnperformance to standards

10. What Do Managers Do? Kinds of Managers • Top Managers • Middle Managers • First-Line Managers • Team Leaders 3

11. Top Managers • Chief Executive Officer (CEO) • Chief Operating Officer (COO) • Chief Financial Officer (CFO) • Chief Information Officer (CIO) 3.1 3

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

13. Middle Managers • Plant Manager • Regional Manager • Divisional Manager 3.2 3

14. Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Implement changes or strategies generated by top managers Responsibilities of Middle Managers 3.2

15. First-Line Managers • Office Manager • Shift Supervisor • Department Manager 3.3 3

16. Manage the performance of entry-level employees Encourage, monitor, and reward the performance of workers Teach entry-level employees how to do their jobs Make detailed schedules and operating plans Responsibilities of First-Line Managers 3.3

17. Responsibilities of Team Leaders Facilitate team performance Manage external relations Facilitate internal team relationships 3.4

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

19. Managerial Roles Interpersonal Roles Figurehead Leader Liaison Managers perform ceremonial duties Managers motivate and encourageworkers to accomplish objectives Managers deal with people outsidetheir units 4.1

20. Monitor Disseminator Spokesperson Managers scan their environmentfor information Managers share information with others in their company Managers share informationwith others outside their departments or companies Managerial Roles Informational Roles 4.2

21. Managerial Roles Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator Managers adapt to incremental change Managers respond to problems thatdemand immediate action Managers decide who gets what resources Managers negotiate schedules, projects, goals, outcomes, resources, and raises 4.3

22. Technical Skills Human Skills Conceptual Skills Motivation to Manage What Does It Take to Be a Manager? What Companies Look for in Managers 5

23. Management Skills Skills are more or less important at different levels of management:

24. 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitious 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 6 Adapted from McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983.

25. Be the boss • Formal authority • Manage tasks • Job is not managing people Managers’Initial Expectations After Six MonthsAs a Manager After a YearAs a Manager • Initial expectations • were wrong • Fast pace • Heavy workload • Job is to beproblem-solverand troubleshooter • No longer “doer” • Communication,listening, positivereinforcement • Learning to adaptand control stress • Job is peopledevelopment Transition to Management (The First Year) 7

26. 1. Employment Security 2. Selective Hiring 3. Self-Managed Teams and Decentralization 4. High Wages Contingent on Org. Performance 5. Training and Skill Development 6. Reduction of Status Differences 7. Sharing Information Why Management Matters?Competitive Advantage through People Management Practices in Top Performing Companies 8

27. Management Workplace Numi Organic Tea • Who is Danielle Oviedo at Numi Organic Tea? What was her task at Numi? • What is management, according to Danielle. • How does Numi see efficiency and effectiveness • List the type of managers referenced in video. • What is Danielle’s job as the distribution manager at Numi? • From watching the video, what is the role of a manager? • According to other managers, what made Danielle Oviedo a successful manager at Numi? 3