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

Copyright © Houghton Mifflin Company. All rights reserved.

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Chapter 1

Managers and Entrepreneurs


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MANAGEMENT DEFINED

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.


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MANAGEMENT DEFINED(continued)

Figure 1.1

Key Aspects of the Management Process

Working with and through others Achieving organizational objectives Balancing effectiveness and efficiency Getting the most out of limited resources


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Figure 1.2 Balancing Effectiveness and Efficiency


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THE EVOLUTION OF PRODUCT QUALITY

The fix-it-in approach The inspect-it-in approach The build-it-in approach The design-it-in approach


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Figure 1.1 Key Aspects of the Management Process


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Figure 1.4 Identifiable Functions in the Management Process


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MINTZBERG’S MANAGERIAL ROLES

Figure 1.5

Interpersonal Roles

1. Figurehead

2. Leader

3. Liaison


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MINTZBERG’S MANAGERIAL ROLES(continued)

Informational Roles

4. Nerve center

5. Disseminator

6. Spokesperson


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MINTZBERG’S MANAGERIAL ROLES(continued)

Decisional Roles

7. Entrepreneur

8. Disturbance handler

9. Resource allocator

10. Negotiator


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Interpersonal roles

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

Figure 1.5 Mintzberg’s Managerial Roles (a)


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Figure 1.5 Mintzberg’s Managerial Roles (b)


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Figure 1.5 Mintzberg’s Managerial Roles (c)


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THINGS MANAGERS LOSE THEIR RIGHT TO DO

Lose your temper. Be one of the gang. Bring your personal problems to work.


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(continued)

Vent your frustrations and express all your opinions at work.

Resist change. Pass the buck on tough assignments. Get even with your adversaries.


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(continued)

Play favorites. Put your self-interests first. Ask others to do what you wouldn’t do. Expect to be immediately recognized and

rewarded for doing a good job.


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THE FORMULA FOR MANAGERIAL SUCCESS

S = A x M x O

Success = Ability X Motivation to manage X Opportunity


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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


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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


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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


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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


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Total score=_______

Scale: 7-21 = Low motivation to manage

22-49 = Moderate motivation to manage

50-70 = High motivation to manage


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HOW DO MANAGERS LEARN TO MANAGE?

(THE SCHOOL OF HARD KNOCKS) Making a big mistake Being overstretched by a difficult assignment Feeling threatened Being stuck in an impasse or dilemma Suffering an injustice at work Losing out to someone else Being personally attacked


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PROFILE OF THE 21st CENTURY MANAGER

(continued)

Quality / ethics / environmental impacts: Forethought (unifying themes)

Power bases: Knowledge; relationships; rewards


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(continued)

Primary organizational unit: Team

Interpersonal dealings: Cooperation; win-win


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(continued)

Learning: Continuous (lifelong; learner-driven)

Problems: Opportunities for learning and continuous improvement


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(continued)

Change and conflict: Anticipate / seek / channel

Information: Increase access / share


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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?

Lying to supervisors Lying on reports or falsifying records Stealing and theft Sexual harassment Abusing drugs or alcohol Conflict of interest


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TRAIT PROFILE FOR ENTREPRENEURS

Focus on envisioned futures Emphasize external / market dimensions Display a medium-to-high tolerance for

ambiguity Exhibit moderate-to-high risk-taking behavior Obtain motivation from a need to achieve Possess technical knowledge and experience

in the innovative area


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Figure 1.9 Acquiring the Ability to Manage by Merging Theory and Practice

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

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