What Will You Get Out of This Course?

Exposure to various components of Management... which might influence your career choice!

Skills that will make you a better manager, no matter what size or type of company you end working for or running!

An understanding of how managers think, behave, communicate, and reward… so you can manage your manager better!

Managers and Managing

McGraw-Hill/IrwinContemporary Management, 5/e

Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

chapter one

Learning Objectives

1. Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively.

2. Distinguish among planning, organizing, leading, and controlling (the four functions of management or “pillars of management”)

3. Differentiate among the levels of management, and understand the tasks and responsibilities of managers at different levels.

4. Distinguish between three kinds of managerial skill-sets, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively.

5. Discuss some major changes in management practices today that result from globalization and technological advances.

6. Discuss diversity and men vs. women as managers1-4

Managers

Managers – The people responsible for supervising the use of an organization’s resources to meet its goals

Management - The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently (Words in RED are also known as the 4 Organizational Tasks)

Principles of Management – Guides to action for managers to take, not rigid laws

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The Universality of Management

Universality of Management – Principles of Management apply:– Across all Organizations: Businesses, churches,

sports teams, etc– Across all levels of an organization

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

“Good” Management

Q. Why is good management valuable for companies?

Q. Why is good management important to society?

(Think “offense” and “defense”)

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Organizational Performance

A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals

Efficiency - A measure of how well or how productively resources are used to achieve a goal

Effectiveness - A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.

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1-9Figure 1.1

The 4 Management Functions

• Managers at all levels in all organizations perform each of the 4 essential managerial functions.

• These functions will be covered this term… Planning – chapters 8 & 9 Organizing – chapters 11, & 12 Leading – chapters 13, 14, & 15 Controlling – chapter 10

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Four Functions of Management

1-11Figure 1.2

Planning

1. Planning - Process of identifying and selecting appropriate organizational goals and courses of action

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Steps in the Planning Process

1. Deciding which goals the organization will pursue (prioritizing and documenting)

2. Deciding what courses of action to adopt to attain those goals

3. Deciding how to allocate organizational resources (people, money, facilities, etc)

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Organizing

2. Organizing - creating a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals– Involves grouping people into departments

according to the kinds of job-specific tasks they perform

– Managers lay out lines of authority and responsibility

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Organizing

Organizational Structure - A formal system of task and reporting relationships that coordinates and motivates members so that they work together to achieve organizational goals. Often visually shown in an “Org chart”

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Leading

3. Leading - Articulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals

Leadership involves using power, personality, influence, persuasion, and communication skills

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Controlling

4. Controlling – Evaluating how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance

• Ex: Setting sales objectives, measuring performance, and as a result, adjusting the goals and/or the performance

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Definitions of Management Roles

Interpersonal Roles

Figurehead: Manager serves as official representative of the organization or unit.

Relationship builder: Manager interacts with people inside and outside the organization to gain information.

Leader: Manager guides and motivates staff and acts as a positive influence in the workplace.

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Definitions of Management Roles

Information-Related Roles

Monitor: Manager receives and collects information.

Communicator: Manager distributes information within the organization.

Spokesperson: Manager distributes information outside the organization.

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Definitions of Management Roles

Decision-Making Roles

Entrepreneur: Manager initiates change.

Disturbance handler: Manager decides how conflicts between subordinates should be resolved and steps in when needed.

Resource director: Manager decides how the organization will use its resources.

Negotiator: Manager negotiates major contracts.

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Levels of Management

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Figure 1.3

Levels of Management

• Chief executive officer (CEO) is company’s most senior and important manager

• Central concerns are creation of a smoothly functioning top-management team and balancing the needs of all the company’s stakeholders.

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Levels of Management

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• Top managers – – Responsible for the performance of all

departments and have cross-departmental responsibility.

– Establish organizational goals and monitor middle managers

– Ultimately responsible for the success or failure of an organization

Levels of Management

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• Middle managers - Supervise first-line managers. Responsible for finding the best way to organize human and other resources to achieve organizational goals

• First line managers - Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services

Areas of Managers

Department– A group of managers and employees who work

together and possess similar skills or use the same knowledge, tools,or techniques

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Relative Amount of Time That Managers Spend on the Four Managerial Functions

1-26Figure 1.4

Management Skills

• Technical Skills –knowledge and expertise• Human Skills – Building cooperation and working

with people• Conceptual Skills – Ability to see the organization as

a whole (the big picture)

*As a manager moves from first-line to top-management, conceptual skills become more important than technical skills, but human skills remain fairly consistent

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Skill Types Needed

1-28Figure 1.5

Assorted Management DefinitionsCore Competency - Specific set of departmental skills, abilities,

knowledge and experience that allows one organization to outperform its competitors

Restructuring - simplifying, shrinking, or downsizing an organization’s operations to lower operating costs

Outsourcing - Contracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed itself

Empowerment - Giving employees more authority and responsibility over the way they perform their work

Self- Managed Teams - Groups of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities

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Diversity in the Workplace

Diversity – inclusion of people of varying…– Gender, Race, Religion, Nationality, Ethnicity, Age,

or Physical Ability

Glass Ceiling - A level within the management hierarchy beyond which few women and minorities advance.

Q. What are some reasons why diversity can be beneficial to an organization? (don’t peak)

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Reasons for Creating a Diverse Workforce

Obtaining more ideas = better ideas Understanding customer wants and needs

(“mirroring”) Attracting top talent Retaining top talent – employees feel valued

and respected Securing the best person for each position Minimizing the risk of litigation and bad

Publicity

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Some Facts about Women in the Workplace

A “pay gap” exists - Women earn 71% as much as men

A “glass ceiling” exists - Women hold only 25% of all management jobs (most of which are lower) and only 5% of all VP positions

Women are often made to feel unwelcome and may be subjected to harassment.

Women working full-time are still often expected to bear the greater % of family responsibilities

Sexual stereotypes persist – less committed to work due to family demands, lower capacity for leadership, best suited in certain fields/positions, only here to find a husband

It is more difficult for women to network and to find mentors

Perception in the WorkplaceYour manager exhibits the following behaviors in the workplace:

•Talks loudly, intensely, and with authority

•Understands office politics and uses them to his advantage

•Dresses, walks, and carries himself confidently

•Is blunt when punishing or delivering bad news

•Puts work before socializing and friendships

•Is demanding of himself and all others

Q. Give one word or phrase to describe this Man .

Perception in the WorkplaceYour manager exhibits the following behaviors in the workplace:

•Talks loudly, intensely, and with authority

•Understands office politics and uses them to her advantage

•Dresses, walks, and carries herself confidently

•Is blunt when punishing or delivering bad news

•Puts work before socializing and friendships

•Is demanding of herself and all others

Q. Give one word or phrase to describe this Woman.

Male vs. Female Managers

Let’s stir things up a little…

Q. Who makes a better manager – a man or a woman?

.