Management: An Overview

1. MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Management:An Overview Prepared by Deborah Baker Texas Christian University

2. learning objectives • Explain why organizations need managers • Describe the needs that affect a manager’s universe • Identify and explain the levels of management • List and describe the management functions • Determine how management functions apply to each level of management • Identify and explain management roles

3. learning objectives (continued) • List and describe management skills • Contrast the myths with the realities of a manager’s job • Discuss the criteria used to evaluate a manager’s performance

4. Management and Managers Managers People who allocate and oversee the use of resources One or more managers individually and collectively setting and achieving goals by exercising related functions and coordinating various resources Management

5. Management and Managers Goal An outcome to be achieved or a destination to be reached over a period of time through the exercise of management functions and the expenditure of resources

6. Specific Measurable Attainable Results-oriented Time limited Management and Managers Objective SMART

7. Organizational Need for Managers An entity managed by one or more persons to achieve stated goals Organization 1

8. The Manager’s Universe 2 Managers and/or Organizations… • Need to please customers • Should provide leadership • Must act ethically • Should value diversity • Must learn to cope with global challenges

9. The Need to Please Customers Quality The features and characteristics of a product or service that allow it to satisfy requirements of those who use or consume them Any person or group, both inside and outside an organization, who uses or consumes outputs from an organization or its members Customer 2

10. The Need to Provide Leadership 2 Leaders… • Initiate and facilitate change • Develop and articulate the organization’s goals • Create an environment in which employees can figure out what needs to be done • Must be present at every level • Create and maintain supportive environments

11. The Need to Act Ethically Ethics The branch of philosophy concerned with what constitutes right and wrong human conduct, including values and actions, in a given set of circumstances 2

12. The Need to Value Diversity 2 Diversity Gender Ethnic and Racial Backgrounds Differing Age Groups Cultural and National Origins Mental and Physical Capabilities

13. The Need to Value Diversity 2 Challenges for Managers • Integrate the diversity that exists in their communities and external customers into their work forces • Learn about and understand their employees’ differences • Find ways to utilize and celebrate these differences

14. The Need to Cope with Global Challenges Technological Advances Economic Changes Natural Disasters Crises Social and Political Changes 2

15. Pyramid of Management Hierarchy 3

16. Levels of Management Top Management • CEO • President • Vice Presidents Middle Management • Below VPs but above the supervisory level First-Line Management • Supervisors • Team leaders • Team facilitators Functional Managers • Expertise in specialty areas 3

17. Essential Business Functions Marketing Operations Finance Human Resource Management 3

18. Levels of Management 3

19. Management Functions Planning Organizing Staffing Leading Controlling 4

20. Planning 4 • Lay the groundwork • Identify goals and ways to achieve them • Assign priorities to each goal • Determine the resources required • Determine actions that commit: • individuals • departments • organization

21. Organizing 4 • Determine the tasks to be accomplished • Group these tasks by employee position • Decide on the relationships the positions have to one another

22. Staffing 4 • Execute HR management activities: • Determine needed skills and experiences of each position • Determine number of persons needed • Train employees for positions

23. Leading 4 • Help organizations and employees achieve goals • Serve as models for expected behaviors • Coach, counsel, inspire, and encourage • Communicate and listen • Respond to concerns • Resolve disputes

24. Controlling 4 • Prevent, identify, and correct deviations from guidelines • Identify and correct the causes of deviations

25. Functions and Levels of Management 5

26. Management Roles InformationalRoles DecisionalRoles InterpersonalRoles 6

27. Management Roles Informational Roles • Monitor • Disseminator • Spokesperson 6 Interpersonal Roles • Figurehead • Leader • Liaison Decisional Roles • Entrepreneur • Disturbance Handler • Resource Allocator • Negotiator

28. Conflicting Role Demands Subordinate Subordinate I need her torepresent me. I need her to be a source of information. 6 I want her to be an entrepreneur Boss I expect her to be a problem solver. I expect her to share resources. Peer Manager Peer I see myselfas a leader.

29. Management Skills Use the processes, practices, techniques, and tools of the specialty area Conceive and manipulate ideas and abstract relationships TechnicalSkills ConceptualSkills Interact and communicate successfully with other persons Human Skills 7

30. Skills and Levels of Management 7

31. Management Myths and Realities Myth #1 Managers are reflective, methodical planners with time to systematically plan and work through a day. Myth #2 Effective managers have no regular duties to perform. They establish others’ responsibilities in advance and then relax. Myth #3 The manager’s job is a science; managers work systematically and analytically. Myth #4 Managers are self-starting, self-directing, and autonomous. Myth #5 Good managers seek out the information they need. Myth #6 Competition among managers is good for business. 8

32. Evaluating a Manager’s Performance 9 How effectively they play the management roles How efficiently they use their talents and resources Whether they act ethically Whether they possess and properly apply needed management skills How they utilize the diversity in their people How effective they are in setting objectives and achieving goals How well they demonstrate leadership How effectively they and their people please customers

33. Primary Reasons for Failure 9 • Being uncertain about their boss’s expectations of them • Being unable to make tough decisions • Taking too long to learn the job • Being unable to build partnerships with subordinates and peers • Lacking political savvy