Copyright © Houghton Mifflin Company. All rights reserved. 1-1 Chapter 1 Managers and Entrepreneurs.

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  • Slide 1
  • Copyright Houghton Mifflin Company. All rights reserved. 1-1 Chapter 1 Managers and Entrepreneurs
  • Slide 2
  • Copyright Houghton Mifflin Company. All rights reserved. 1-2 MANAGEMENT DEFINED u Management is the process of working with and through others to achieve organizational objectives in a changing environment. Central to this process is the effective and efficient use of limited resources.
  • Slide 3
  • Copyright Houghton Mifflin Company. All rights reserved. 1-3 MANAGEMENT DEFINED (continued) Figure 1.1 Key Aspects of the Management Process u Working with and through others u Achieving organizational objectives u Balancing effectiveness and efficiency u Getting the most out of limited resources
  • Slide 4
  • Copyright Houghton Mifflin Company. All rights reserved. 1-4 Figure 1.2 Balancing Effectiveness and Efficiency
  • Slide 5
  • Copyright Houghton Mifflin Company. All rights reserved. 1-5 THE EVOLUTION OF PRODUCT QUALITY u The fix-it-in approach u The inspect-it-in approach u The build-it-in approach u The design-it-in approach
  • Slide 6
  • Copyright Houghton Mifflin Company. All rights reserved. 1-6 Figure 1.1 Key Aspects of the Management Process
  • Slide 7
  • Copyright Houghton Mifflin Company. All rights reserved. 1-7 Figure 1.4 Identifiable Functions in the Management Process
  • Slide 8
  • Copyright Houghton Mifflin Company. All rights reserved. 1-8 MINTZBERGS MANAGERIAL ROLES Figure 1.5 Interpersonal Roles 1. Figurehead 2. Leader 3. Liaison
  • Slide 9
  • Copyright Houghton Mifflin Company. All rights reserved. 1-9 MINTZBERGS MANAGERIAL ROLES (continued) Informational Roles 4. Nerve center 5. Disseminator 6. Spokesperson
  • Slide 10
  • Copyright Houghton Mifflin Company. All rights reserved. 1-10 MINTZBERGS MANAGERIAL ROLES (continued) Decisional Roles 7. Entrepreneur 8. Disturbance handler 9. Resource allocator 10. Negotiator
  • Slide 11
  • Copyright Houghton Mifflin Company. All rights reserved. 1-11 Interpersonal roles Source: Adapted from Henry Mintzberg, Managerial Work: Analysis from Observation, Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzbergs Managerial Roles (a)
  • Slide 12
  • Copyright Houghton Mifflin Company. All rights reserved. 1-12 Source: Adapted from Henry Mintzberg, Managerial Work: Analysis from Observation, Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzbergs Managerial Roles (b)
  • Slide 13
  • Copyright Houghton Mifflin Company. All rights reserved. 1-13 Source: Adapted from Henry Mintzberg, Managerial Work: Analysis from Observation, Management Science, 18 (October 1971): B97-B110. Figure 1.5 Mintzbergs Managerial Roles (c)
  • Slide 14
  • Copyright Houghton Mifflin Company. All rights reserved. 1-14 THINGS MANAGERS LOSE THEIR RIGHT TO DO u Lose your temper. u Be one of the gang. u Bring your personal problems to work.
  • Slide 15
  • Copyright Houghton Mifflin Company. All rights reserved. 1-15 THINGS MANAGERS LOSE THEIR RIGHT TO DO (continued) u Vent your frustrations and express all your opinions at work. u Resist change. u Pass the buck on tough assignments. u Get even with your adversaries.
  • Slide 16
  • Copyright Houghton Mifflin Company. All rights reserved. 1-16 THINGS MANAGERS LOSE THEIR RIGHT TO DO (continued) u Play favorites. u Put your self-interests first. u Ask others to do what you wouldnt do. u Expect to be immediately recognized and rewarded for doing a good job.
  • Slide 17
  • Copyright Houghton Mifflin Company. All rights reserved. 1-17 THE FORMULA FOR MANAGERIAL SUCCESS S = A x M x O Success = Ability X Motivation to manage X Opportunity
  • Slide 18
  • Copyright Houghton Mifflin Company. All rights reserved. 1-18 MOTIVATION TO MANAGE SURVEY Instructions: Rate yourself on each of the following dimensions and calculate your total score. 1.Favorable attitude toward those in positions of authority, such as superiors. 1---2---3---4---5---6---7---8---9---10
  • Slide 19
  • Copyright Houghton Mifflin Company. All rights reserved. 1-19 MOTIVATION TO MANAGE SURVEY (continued) 2. Desire to engage in games or sports competition with peers. 1---2---3---4---5---6---7---8---9---10 3.Desire to engage in occupational or work- related competition with peers. 1---2---3---4---5---6---7---8---9---10
  • Slide 20
  • Copyright Houghton Mifflin Company. All rights reserved. 1-20 MOTIVATION TO MANAGE SURVEY (continued) 4. Desire to assert oneself and take charge. 1---2---3---4---5---6---7---8---9---10 5.Desire to exercise power and authority over others. 1---2---3---4---5---6---7---8---9---10
  • Slide 21
  • Copyright Houghton Mifflin Company. All rights reserved. 1-21 MOTIVATION TO MANAGE SURVEY (continued) 6.Desire to behave in a distinctive way, which includes standing out from the crowd. 1---2---3---4---5---6---7---8---9---10 7.Sense of responsibility in carrying out the routine duties associated with managerial work. 1---2---3---4---5---6---7---8---9---10
  • Slide 22
  • Copyright Houghton Mifflin Company. All rights reserved. 1-22 MOTIVATION TO MANAGE SURVEY (continued) Total score=_______ Scale: 7-21 = L ow motivation to manage 22-49 = M oderate motivation to manage 50-70 = H igh motivation to manage
  • Slide 23
  • Copyright Houghton Mifflin Company. All rights reserved. 1-23 HOW DO MANAGERS LEARN TO MANAGE? (THE SCHOOL OF HARD KNOCKS) u Making a big mistake u Being overstretched by a difficult assignment u Feeling threatened u Being stuck in an impasse or dilemma u Suffering an injustice at work u Losing out to someone else u Being personally attacked
  • Slide 24
  • Copyright Houghton Mifflin Company. All rights reserved. 1-24 PROFILE OF THE 21st CENTURY MANAGER (continued) Quality / ethics / environmental impacts: Forethought (unifying themes) Power bases: Knowledge; relationships; rewards
  • Slide 25
  • Copyright Houghton Mifflin Company. All rights reserved. 1-25 PROFILE OF THE 21st CENTURY MANAGER (continued) Primary organizational unit: Team Interpersonal dealings: Cooperation; win-win
  • Slide 26
  • Copyright Houghton Mifflin Company. All rights reserved. 1-26 PROFILE OF THE 21st CENTURY MANAGER (continued) Learning: Continuous (lifelong; learner- driven) Problems: Opportunities for learning and continuous improvement
  • Slide 27
  • Copyright Houghton Mifflin Company. All rights reserved. 1-27 PROFILE OF THE 21st CENTURY MANAGER (continued) Change and conflict: Anticipate / seek / channel Information: Increase access / share
  • Slide 28
  • Copyright Houghton Mifflin Company. All rights reserved. 1-28 ETHICS SURVEY Question: By a show of hands, how many of you have observed each of the following ethical problems in the workplace during the past year? u Lying to supervisors u Lying on reports or falsifying records u Stealing and theft u Sexual harassment u Abusing drugs or alcohol u Conflict of interest
  • Slide 29
  • Copyright Houghton Mifflin Company. All rights reserved. 1-29 TRAIT PROFILE FOR ENTREPRENEURS u Focus on envisioned futures u Emphasize external / market dimensions u Display a medium-to-high tolerance for ambiguity u Exhibit moderate-to-high risk-taking behavior u Obtain motivation from a need to achieve u Possess technical knowledge and experience in the innovative area
  • Slide 30
  • Copyright Houghton Mifflin Company. All rights reserved. 1-30 Figure 1.9 Acquiring the Ability to Manage by Merging Theory and Practice

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