Management by chuch williams chapter 01

Chapter 1
Management

MGMT
2008
Chuck Williams

Designed & Prepared by
B-books, Ltd.
1

Copyright ©2008 by Cengage Learning. All rights reserved


What Is Management?
After reading the next two sections,
you should be able to:

1. describe what management is.
2. explain the four functions of management.

2
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Management
Functions
Planning
Planning
Organizing
Organizing

Leading
Leading
Controlling
Controlling
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3
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Planning
Planning
Determining organizational goals and a means
for achieving them.

2.1
4
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Organizing
• Deciding where
decisions will be
made
• Deciding who will do
what jobs and tasks
• Deciding who will
work for whom
2.2
5
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Leading
Inspiring
Inspiring

Leading
Leading
Motivating
Motivating

For Anne Mulcahy,CEO of Xerox,
the key to successful leadership is
communicating with the company’s
most important constituents:

2.3

employees and customers.
6
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Controlling
Controlling
Monitoring progress toward goal
achievement and taking corrective action
when needed

2.4

7
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The Control Process
Set standards to
achieve goals

Make changes
to return
performance to
standards

Compare actual
performance to
standards

2.4
8
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What Do Managers Do?
After reading the next two sections,
you should be able to:

3. describe different kinds of managers.
4. explain the major roles and subroles that
managers perform in their jobs.

9
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Kinds of Managers
• Top Managers
• Middle Managers
• First-Line Managers
• Team Leaders
3
10
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Top Managers
• Chief Executive Officer (CEO)
• Chief Operating Officer (COO)
• Chief Financial Officer (CFO)
• Chief Information Officer (CIO)

3.1
3

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Responsibilities of Top
Managers
Creating

Creating aa context
context for
for change
change
Developing
Developing commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action
Monitoring
Monitoring their
their business
business environments
environments
3.1
12
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Middle Managers
• Plant Manager
• Regional Manager
• Divisional Manager

3.2
3

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Responsibilities of Middle
Managers
Plan
Plan and
and allocate
allocate resources
resources to
to meet
meet objectives
objectives
Coordinate
Coordinate and
and link
link groups,
groups,
departments,

departments, and
and divisions
divisions
Monitor
Monitor and
and manage
manage the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them

3.2

Implement
Implement changes
changes or
or strategies
strategies
generated
generated by
by top
top managers

managers
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First-Line Managers
• Office Manager
• Shift Supervisor
• Department Manager

3.3
3

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Responsibilities of First-Line
Managers
Manage
Manage the
the performance
performance of
of
entry-level
entry-level employees
employees
Encourage,
Encourage, monitor,
monitor, and

and reward
reward
the
the performance
performance of
of workers
workers
Teach
Teach entry-level
entry-level employees
employees how
how to
to do
do their
their jobs
jobs

Make
Make detailed
detailed schedules
schedules and
and operating
operating plans
plans
3.3
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Responsibilities of Team

Leaders
Facilitate
Facilitate team
team performance
performance

Facilitate
Facilitate internal
internal team
team relationships
relationships

Manage
Manage external
external relations
relations

3.4
17
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Mintzberg’s Managerial Roles

Interpersonal

Informational

Decisional

Figurehead

Monitor

Entrepreneur

Leader

Disseminator

Disturbance
Handler

Liaison

Spokesperson
Resource
Allocator
Negotiator

4

H. Mintzberg, “The Manager’s Job: Folklore and Fact,” Harvard Business Review (July-August 1975).
Copyright ©2008 by Cengage Learning. All rights reserved

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Managerial Roles
Interpersonal Roles

Figurehead
Figurehead

Managers
Managersperform
performceremonial
ceremonialduties
duties

Leader
Leader

Managers
Managersmotivate
motivateand
andencourage
encourage
workers
workersto
toaccomplish
accomplishobjectives
objectives

Liaison
Liaison

Managers
Managersdeal
dealwith

withpeople
peopleoutside
outside
their
theirunits
units

4.1
19
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Managerial Roles
Informational Roles

Monitor
Monitor

Managers
Managersscan
scantheir
theirenvironment
environment
for
forinformation
information

Disseminator
Disseminator

Managers
Managersshare
shareinformation
information
with
withothers
othersinintheir
theircompany
company

Spokesperson
Spokesperson
4.2

Managers
Managersshare
shareinformation
information
with
withothers
othersoutside
outsidetheir
their
departments
departmentsor
orcompanies
companies
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Managerial Roles
Decisional Roles
Entrepreneur
Entrepreneur
Disturbance
Disturbance
Handler
Handler
Resource
Resource
Allocator
Allocator
Negotiator
Negotiator
4.3

Managers
Managersadapt
adaptto
toincremental
incrementalchange
change
Managers
Managersrespond
respondto
toproblems
problemsthat
that

demand
demandimmediate
immediateaction
action
Managers
Managersdecide
decidewho
whogets
gets
what
whatresources
resources
Managers
Managersnegotiate
negotiateschedules,
schedules,
projects,
projects,goals,
goals,outcomes,
outcomes,resources,
resources,
and
andraises
raises
21

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Beyond the Book

Disturbance Handling
during Toy Recall Crisis

• Mattel recalled 800,000 Fisher-Price toys during Fall
2007, as the toy industry was hit with Chinese imports
containing lead.
• Jerry Storch, CEO of Toys “R” Us, was the only toy
retailer who testified before a Senate subcommittee
during a hearing on toy safety.
• Toys “R” Us developed a plan to use third-party,
independent testers and test products directly off of
store shelves.
• The goal? Catch problems before recall is necessary.
“Mattel recalls 800,000 toys worldwide,” Business Week , 5 September 2007; C. Daniels, “Fast
Talk: Turmoil in Toyland,” Fast Company, December-January 2007-2008, 29.

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What Does It Take to Be a
Manager?
After reading the next three
sections, you should be able to:
5. explain what companies look for
in managers.
6. discuss the top mistakes that managers
make in their jobs.
7. describe the transition that employees go through

when they are promoted to management.

23
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What Companies Look for
in Managers
Technical
Technical Skills
Skills

Human
Human Skills
Skills

Conceptual
Conceptual Skills
Skills

Motivation
Motivation to
to Manage
Manage

5
24
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Management Skills
Skills are more or less important at different
levels of management:

5
25
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