Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

Management A Practical Introduction

Third Edition

Angelo Kinicki & Brian K. Williams

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin2

Chapter 1: The Exceptional Manager

What You Do, How You Do ItRewardsSix ChallengesFour FunctionsLevels & Areas of ManagementRoles Managers PlayEntrepreneurshipSkills Managers Need

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin3

1.1 Management: What It Is, What Its Benefits Are

Management is defined as

1) the pursuit of organizational goals efficiently and effectively by

2) integrating the work of people through

3) planning, organizing, leading, and controlling the organization’s resources

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin4

1.1 Management: What It Is, What Its Benefits Are

WHY ORGANIZATIONS VALUE MANAGERS: THE MULTIPLIER EFFECT

Good managers create value through the multiplier effect where their influence on the organization is multiplied beyond what could be achieved by someone acting alone

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin5

1.1 Management: What It Is, What Its Benefits Are

You can benefit from studying and practicing management by learning how to deal with organizations from the outsideunderstanding how to relate to supervisors and how to interact with coworkersunderstanding how to manage yourself in the workplaceexperiencing a sense of accomplishmentstretching your abilities and magnifying your range of accomplishmentsbuilding a catalog of successful products or services

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin6

Chapter 1: The Exceptional Manager

CLASSROOM PERFORMANCE SYSTEM

Which of the following is not a reward from studying management?

A) building a catalog of successful products or services

B) understanding how to relate to supervisors

C) understanding how to interact with coworkers

D) understanding how to deal with organizations from the outside

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin7

1.2 Six Challenges To Being A Star Manager

CHALLENGE #1: MANAGING FOR COMPETITIVE ADVANTAGE—STAYING AHEAD OF RIVALS

Competitive advantage is the ability of an organization to produce goods or services more efficiently than competitors do, thereby outperforming them

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin8

Chapter 1: The Exceptional Manager

CLASSROOM PERFORMANCE SYSTEM

In order to stay ahead of rivals, firms need to be better at all of the following except

A) innovation

B) implementation

C) efficiency

D) quality

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin9

1.2 Six Challenges To Being A Star Manager

CHALLENGE #2: MANAGING FOR DIVERSITY-THE FUTURE WON’T RESEMBLE THE PAST

In the future, managers will be challenged to maximize the contributions of employees that are diverse in gender, age, race, and ethnicity

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin10

1.2 Six Challenges To Being A Star Manager

CHALLENGE #3: MANAGING FOR GLOBALIZATION—THE EXPANDING MANAGEMENT UNIVERSE

Managing for globalization is a complex, ongoing challengeIt is important for managers to understand how cultural differences affect an organization

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin11

1.2 Six Challenges To Being A Star Manager

CHALLENGE #4: MANAGING FOR INFORMATION TECHNOLOGY

Managing the Internet (the global network of independently operating but interconnected computers, linking hundreds of thousands of smaller networks around the world) is perhaps the biggest information technology challenge for managers

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin12

1.2 Six Challenges To Being A Star Manager

CHALLENGE #5: MANAGING FOR ETHICAL STANDARDS

Pressure to meet sales, production, and other targets can create ethical dilemmas for managers

CHALLENGE #6: MANAGING FOR YOUR OWN HAPPINESS AND LIFE GOALS

Managers need to consider whether meeting the organization’s challenges is also personally fulfilling

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin13

Chapter 1: The Exceptional Manager

CLASSROOM PERFORMANCE SYSTEM

Which of the following is not one of the four management functions?

A) planning

B) controlling

C) leading

D) implementing

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin14

1.3 What Managers Do: The Four Principal Functions

WHAT MANAGERS DO: THE FOUR PRINICPAL FUNCTIONS

Planning is setting goals and deciding how to achieve themOrganizing involves arranging tasks, people, and other resources to accomplish workLeading is defined as motivating, directing, and otherwise influencing people to work hard to achieve the organization’s goalsControlling involves monitoring performance, comparing it with goals, and taking corrective action as needed

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin15

1.3 What Managers Do: The Four Principal Functions

Figure 1.1: The Management Process

1.3 What Managers Do: The Four Principal Functions

Figure 1.1: The Management Process Figure 1.1: The Management Process

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin16

1.4 Pyramid Power: Levels & Areas of Management

PYRAMID POWER: LEVELS & AREAS OF MANAGEMENT

There are three levels of management:top managers make long-term decisions about the overall direction of the organization and establish its objectives, policies, and strategies middle managers implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them first line managers make short-term operating decisions, directing the daily tasks of non-managerial personnel

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin17

1.4 Pyramid Power: Levels & Areas of Management

Figure 1.2: The Levels and Areas of Management

1.4 Pyramid Power: Levels & Areas of Management

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin18

1.4 Pyramid Power: Levels & Areas of Management

AREAS OF MANAGEMENT: FUNCTIONAL MANAGERS VERSUS GENERAL MANAGERS

Organizations are run by two types of managers:functional managers are responsible for just one organizational activity for example Director of Financegeneral managers are responsible for several organizational activities like Executive Vice President

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin19

1.4 Pyramid Power: Levels & Areas of Management

There are three types of organizations:for-profit organizations are formed to make money by selling products or servicesnonprofit organizations offer services without making a profitmutual-benefit organizations like trade associations advance members’ interestsManagers perform the same management functions regardless of the type of organization

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin20

1.5 Roles Managers Must Play Successfully

To be successful, managers must be able to play three roles:Interpersonal roles (figurehead, leader, and liaison) involve managers interacting with people inside and outside their work unitsInformational roles (monitor, disseminator, and spokesperson) require managers to receive and communicate informationDecisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator) require managers to make decisions to solve problems or take advantage of opportunities

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin21

Chapter 1: The Exceptional Manager

CLASSROOM PERFORMANCE SYSTEM

Which of the following is an informational role?

A) entrepreneur

B) liaison

C) monitor

D) negotiator

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin22

1.6 The Entrepreneurial Spirit

THE ENTREPRENEURIAL SPIRIT

Entrepreneurship is the process of taking risks to create a new enterpriseAn entrepreneur is someone who sees a new opportunity for a product or service and launches a business to try to realize itAn intrapreneur is someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization’s resources to try to realize it

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin23

1.6 The Entrepreneurial Spirit

How Do Entrepreneurs & Managers Differ?

Entrepreneurs start businesses, managers grow or maintain businesses

Both entrepreneurs and managers -have a high need for achievement-believe in personal control of destiny-have high energy levels and an action orientation-have a high tolerance for ambiguity

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin24

1.7 The Skills Star Managers Need

THE SKILLS STAR MANAGERS NEED

Good managers need to have technical skills -the ability to perform a specific job conceptual skills -the ability to think analytically and human skills -the ability to interact with othersToday, companies want managers with-the ability to motivate and engage others-the ability to communicate-work experience outside the U.S.-the energy to meet the demands of global travel and a 24/7 world

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin25

Chapter 1: The Exceptional Manager

CLASSROOM PERFORMANCE SYSTEM

Which of the following is not one of the three skills managers should cultivate?

A) technical skillsB) entrepreneurial skillsC) conceptual skillsD) human skills