Management by hitt back porter CH01

Chapter 1
Introduction

PowerPoint slides by
R. Dennis Middlemist
Colorado State University


Learning Objectives
After studying this chapter, you should be
able to:




2

Answer the question: What is
management?
Explain why management must be
understood within the context of
organizations and how organizations affect
the practice of management.

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Learning Objectives
After studying this chapter, you should be
able to:






3

Describe the role of working with and
through people in effective management.
Explain managerial paradoxes and how
dealing with them lies at the core of
management.
Specify the nature and extent of commitment
required for managerial excellence.

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Learning Objectives
After studying this chapter, you should be
able to:






4

Define the term “entrepreneurial mindset”

and explain its importance for managers.
Describe and compare the different
elements of managerial work and the
different managerial roles.
Discuss the skills necessary to be an
effective manager.

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Y
G
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NO
CH
TE

G
LO
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IS
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Managing Effectively: Three
Critical Challenges

Management Challenges
for the 21st Century
CHANGE

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Adapted from Exhibit 1-1: Critical Management Challenges for the 21st Century


Managing Strategically to
Meet the Challenges
 Importance of knowledge and intellectual

capital
 Change requires managers to

 Manage within an organizational context
 Accomplish tasks with and through people
 Manage paradoxes
 Make a substantial commitment and manage

in an entrepreneurial manner

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What is Management?
 It is a process
 A series of activities and operations, such as planning,

deciding, and evaluating
 Of assembling and using sets of resources


Human, financial, material and information

 In a goal‑directed manner to accomplish tasks
 A purposeful activity
 In an organizational setting
 It is undertaken in organizations
 By people with different functions intentionally structured
and coordinated to achieve common purposes
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Management Perspective 1:
The Organizational Context
 Management occurs in organizations, not in

isolation
 There are many different types of organizations
 Each organization has its own characteristics
that influence effective management
 Effective managers must understand
organizations

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Management Perspective 2:
The Human Factor
 Effective managers must

be adept at
 Assessing other people’s

capabilities
 Matching people’s
capabilities with
appropriate responsibilities
 Motivating people
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Management Perspective 3:
Managing Paradoxes
 Management requires simultaneously

mastering multiple and potentially conflicting
situations
 Integration and fragmentation
 Consistency & Flexibility
 Reflection & Action
 Global Perspective and

 Local Understanding
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Management Perspective 4:
Entrepreneurial Mindset
 Managers must continuously search for

and exploit new opportunities
 An entrepreneurial mindset requires a
commitment to constantly learning new
skills and acquiring new knowledge
 An entrepreneurial mindset also requires
a commitment to adding value to other
people’s efforts and to society
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What Managers Do
 Managerial activities differ by
 The functions managers serve
 The roles in which managers

operate
 The dimensions of each
manager’s job

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Managerial Functions

Managing

Organizing

Controlling

Planning

Directing
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Adapted from Exhibit 1.2: Managerial Functions


Planning
 Planning involves
 Estimating future conditions and

circumstances
 Making decisions based on these

estimations about what work is to be done
 By

the manager
 By all of those for whom she or he is responsible

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Organizing
 Organizing involves paying attention to
 The structure of relationships among

positions
 The people occupying those positions
 Linking that structure to the overall strategic
direction of the organization

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Directing (Leading)
 Directing is the process of influencing

other people to attain organizational
objectives

 Motivating others
 Interacting effectively in group and team

situations
 Communicating in support of others’ efforts
on behalf of achieving their work and
organizational goals
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Controlling
 Regulating the work of those for whom a

manager is responsible which may include
 Setting standards of performance in advance
 Monitoring ongoing (real‑time) performance
 Assessing a completed performance

 Results of the control process (evaluation)

are fed back into the planning process
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Managerial Roles

 Interpersonal Roles
 Figurehead
 Leader
 Liaison

 Informational Roles
 Monitor
 Disseminator
 Spokesperson

 Decisional Roles
 Entrepreneurial




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Disturbance Handler
Resource Allocator
Negotiator

Adapted from Exhibit 1.3: Types of Managerial Roles


Managerial Job Dimensions
Demands

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 Activities or duties that

must be carried out
 Standards or levels of
minimum performance
that must be met.


Managerial Job Dimensions
Demands
Constraints

 Factors that limit the

response of the
manager
 Time
 Budgets
 Technology
 Attitudes of subordinates
 Legal regulations

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Managerial Job Dimensions
Demands

 Discretionary behavior
 How work is to be done

Constraints
Choices

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 How much work is to be

done
 Who will do the work
 What initiatives will be
undertaken from almost
infinite possibilities


Two Managerial Jobs
Demands

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Job A: Project
Team Manager

Job B: Fast Foods
Restaurant Manager

 Develop new product

 Maintain attractive

with strong market
appeal
 Hold formal weekly
progress meeting with
boss
 Frequent travel to
other company sites

appearance of
restaurant
 Keep employee costs
as low as possible
 Meet standards for
speed of service

Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices


Two Managerial Jobs
Constraints

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Job A: Project
Team Manager

Job B: Fast Foods
Restaurant Manager

 12 month deadline for

 Most employees have

product development
 Project budget limit of
$1 million
 No choice in selecting
team members

limited formal education
 Few monetary
incentives to reward
outstanding
performance
 Federal and state
health and safety
regulations

Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices


Two Managerial Jobs
Choices

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Job A: Project
Team Manager

Job B: Fast Foods
Restaurant Manager

 The organizational

 Selection of employee

structure of the project
to promote to
team
supervisor
 Sequencing of project  Scheduling of shifts and
tasks
assignments
 Budget allocation
 Local advertising
promotions

Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices


What Skills Do Managers
Need?

 Interpersonal skills
 Sensitivity
 Persuasiveness
 Empathy
 Technical skills
 Specialized knowledge
 (Including when and

how to use the skills)

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 Conceptual skills
 Logical reasoning
 Judgment
 Analytical abilities
Adapted from Exhibit 1.5: Managers’ Skills