Why Study Management?

1. Why Study Management? • The better you can work with people, the more successful you will be in both your personal and your professional lives. • Employers want to hire employees who can participate in managing the firm. • Even nonmanagers are being trained to perform management functions.

2. Why Study Management? (cont’d) • The study of management builds the skills needed in today’s workplace to succeed in: • Becoming a partner in managing your organization through participative management. • Working in a team and sharing in decision making and other management tasks. • The study of management also applies directly to your personal life in helping you to: • Communicate with and interact with people every day. • Make personal plans and decisions, set goals, prioritize what you will do, and get others to do things for you.

3. What Is a Manager’s Responsibility? • Manager • The individual responsible for achieving organizational objectives through efficient and effective utilization of resources. • The Manager’s Resources • Human, financial, physical, and informational • Performance • Means of evaluating how effectively and efficiently managers use resources to achieve objectives.

4. What Does It Take to Be a Successful Manager? • Management Qualities • Integrity, industriousness, and the ability to get along with people • Management Skills • Technical • Human and communication • Conceptual and decision-making skills • The Ghiselli Study • Initiative, self-assurance,decisiveness, intelligence, need for occupational achievement, and supervisory ability

5. What Do Managers Do? • Management Functions • Planning • Setting objectives and determining in advance exactly how the objectives will be met. • Organizing • Delegating and coordinating tasks and allocating resources to achieve objectives. • Leading • Influencing employees to work toward achieving objectives. • Controlling • Establishing and implementing mechanisms to ensure that objectives are achieved.

6. The Systems Relationship among the Management Functions

7. Management Roles • Role • A set of expectations of how one will behave in a given situation. • Management Role Categories (Mintzberg) • Interpersonal • Figurehead, leader, and liaison • Informational • Monitor, disseminator, and spokesperson • Decisional • Entrepreneur, disturbance handler, resource allocator, and negotiator

8. Ten Roles Managers Play Managers play various roles as necessary while performing their management functions so as to achieve organizational objectives. Exhibit 1–4

9. Differences Among Managers • The Three Levels of Management • Top managers • CEO, president, or vice president • Middle managers • Sales manager, branch manager, or department head • First-line managers • Crew leader, supervisor, head nurse, or office manager • Nonmanagement operative employees • Workers in the organization who are supervised by first-line managers.

10. Management Levels and Functional Areas Exhibit 1–5

11. Types of Managers • General Managers • Supervise the activities of several departments. • Functional Managers • Supervise the activities of related tasks. • Common functional areas: • Marketing • Operations/production • Finance/accounting • Human resources/personnel management • Project Managers • Coordinate employees across several functional departments to accomplish a specific task.

12. Technology and Speed Networking and Boundaryless Relationships Globalization and Diversity Knowledge, Learning, Quality, and Continuous Improvement Ethics and Social Responsibility Participative Management, Empowerment, and Teams KnowledgeManagement Change, Creativity, Innovation, and Entrepreneurship New Workplace Issues and Challenges

13. New Workplace Issues and Challenges (cont’d) • Technology and Speed • E-business: work done by using electronic linkages (including the Internet) between employees, partners, suppliers, and customers. • E-commerce: business exchanges or transactions that occur electronically. • Globalization and Diversity • Mergers are creating larger globalized firms. • Firms competing globally have to act locally. • Diversity is increasing as minorities grow and markets globalize.

14. E-Commerce Exhibit 1–8

15. New Workplace Issues and Challenges (cont’d) • Knowledge, Learning, Quality, and Continuous Improvement • Information is the foundation of knowledge which, in turn, is the foundation of competitive advantage. • Knowledge workers • The learning organization • Knowledge Management • Involves everyone in an organization in sharing knowledge and applying it to continuously improve products and processes.

16. New Workplace Issues and Challenges (cont’d) • Change, Creativity, Innovation, and Entrepreneurship • Knowledge management requires that people change in order to continually improve. • The speed of change in modern business has increased because of globalization and changes in technology. • Creativity is coming up with new ideas for improvements, and innovation is implementing those ideas. • Entrepreneurship is about generating creative ideas and using them through innovation.

17. New Workplace Issues and Challenges (cont’d) • Participative Management, Empowerment, and Teams • Empowering employees to share in performing management functions by working in teams. • Learning organizations manage knowledge well by empowering teams to be creative and innovative. • Ethics and Social Responsibility • Managerial integrity • Situational responses

18. New Workplace Issues and Challenges (cont’d) • Networking and Boundaryless Relationships • Electronic networks • Relationship networks • Virtual integration