Management

And
Managers
 Management Defined

• Management
The process of working with and through
others to achieve organizational objectives in
a changing environment.
Management entails the effective and efficient
use of limited resources.
Key Aspects of the Management Process
 Working with and
Through Others

• Management is a social process in which

managers get things done by working with and
through others.
• Shortcomings of “derailed” managers
 Problems with interpersonal relationships
 Failure to meet business objectives
 Failure to build and lead a team
 Inability to change and adapt during a transition
 Achieving Organizational
Objectives

• An objective is a target to be strived for and

attained.
 Challenging yet achievable objectives provide
guidance for effective and efficient actions by
individuals and organizations.
 Efficiency
versus
Effectiveness

Source: Van Fleet, David D., Contemporary Management, Second

Edition. Copyright © 1991 by Houghton Mifflin Company. Used with
permissions.

1–6
Efficiency and Effectiveness
Balancing Effectiveness and Efficiency
Balancing Effectiveness and Efficiency (cont’d)
Balancing Effectiveness and Efficiency (cont’d)
Making the Most of Limited Resources

• We live in a world of scarcity.

• There is a lopsided use of resources.
• Our planet is becoming increasingly
crowded.
• Over 80% of the world’s population lives in
poor and less-developed countries.
• Managers are responsible for the efficient
and effective use of the basic factors of
production–land, labor, and capital.
 Coping with a Changing Environment

• Five Major Sources of Change for Today’s

Managers
 Globalization
 Environmentalism
 An ethical reawakening
 The Internet and the e-business revolution
 The evolution of product quality
 Managing Effectively:
Three Critical Challenges

Management Challenges
for the 21st Century
CHANGE
 Four Realities of
Managing Today
1. The only certainty today is change.
2. Speed, teamwork, and flexibility are the orders
of the day.
3. Managers at all levels need to stay close to
the customer.
4. Without continuous improvement and lifelong
learning, there can be no true economic
progress.
 What Is an Organization?
• Organization
 A systematic arrangement of people brought together
to accomplish some specific purpose;
 applies to all organizations—for-profit as well as not-
for-profit organizations.
 Where managers work (manage)

• Common characteristics
 Goals
 Structure
 People
Common Characteristics
of Organizations
 People Differences
• Operatives
 People who work directly on a job or task and have
no responsibility for overseeing the work of others

• Managers
 Individuals in an organization who direct the activities
of others
 Who is a Manager?
• Someone whose primary responsibility is to
carry out the management process.

• Someone who plans and makes decisions,

organizes, leads, and controls
human, financial, physical,
and information resources.

1–18
 TYPES OF MANAGERS
BY LEVEL AND RESPONSIBILITY

Top
Vertical Levels
Of
Management Middle

First-Line

Engineering
Operations

Accounting
Resources

Finance
Human

Horizontal Responsibility Areas

Differences Among Managers

• The Three Levels of Management

 Top managers
 CEO, president, or vice president
 Middle managers
 Sales manager, branch manager, or department head
 First-line managers
 Crew leader, supervisor, head nurse, or office manager
 Individual Contributors (ICs)
 Non-management operative employees
– Workers in the organization who are supervised by first-line
managers.
 Professionals/Specialists/Technicians (Knowledge
Workers)
Management Levels and Functional Areas

SOME
ORGANIZATIONS
“FLIP” THIS CHART
UPSIDE DOWN

INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

Types of Managers
• General Managers
 Supervise the activities of several departments.
• Functional Managers
 Supervise the activities of related tasks.
 Common functional areas:
 Marketing/Sales/Product Development
 Operations/Production/Services Delivery
 Finance/Accounting
 Human Resources/personnel management
 Infrastructure (IT, Real Estate, Legal)
• Project Managers
 Coordinate employees across several functional departments
to accomplish a specific task.
What Managers Do
• Managerial activities differ by
 The functions managers serve
 The roles in which managers operate
 The dimensions of each manager’s job
 Skills Approach
 Management in Organizations

Planning
and decision Organizing
making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources

Controlling Leading
Managerial Functions

Management
Process
Activities
Management Process
• Planning
 Includes defining goals, establishing strategy, and
developing plans to coordinate activities

• Organizing
 Includes determining what tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made
Management Process
• Leading
 Includes motivating employees, directing the activities
of others, selecting the most effective communication
channel, and resolving conflicts

• Controlling
 The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations
Distribution of Time per Activity by
Organizational Level

Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,

“The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.
What Managers Do
• Managerial activities differ by
 The functions managers serve
 The roles in which managers operate
 The dimensions of each manager’s job
 Skills Approach
What Managers Actually Do (Mintzberg)

• Interaction
 with others
 with the organization
 with the external context
of the organization

• Reflection
 thoughtful thinking

• Action
 practical doing
 Mintzberg’s Managerial Roles
Role: A set of expectations of how one will behave
in a given situation.

• Interpersonal • Decisional
 Figurehead  Entrepreneur
 Leader  Disturbance hander
 Liaison  Resource allocator
• Informational  Negotiator
 Monitor
 Disseminator
 Spokesperson

Source: Adapted from The Nature of Managerial Work (paperback) by H. Mintzberg, Table 2, pp.92–93.
Copyright © 1973 Addison Wesley Longman. Reprinted by permission of Addison Wesley Longman.
Mintzberg’s Managerial Roles
Mintzberg’s Managerial Roles (cont’d)
Mintzberg’s Managerial Roles (cont’d)
What Managers Do
• Managerial activities differ by
 The functions managers serve
 The roles in which managers operate
 The dimensions of each manager’s job
 Skills Approach
Managerial Job Dimensions

Demands • Activities or duties that must

be carried out
• Standards or levels of
minimum performance that
must be met.
Managerial Job Dimensions

Demands • Factors that limit the

response of the manager
 Time
Constraints  Budgets
 Technology
 Attitudes of subordinates
 Legal regulations
Managerial Job Dimensions

Demands • Discretionary behavior

 How work is to be done
 How much work is to be done
Constraints  Who will do the work
 What initiatives will be
Choices undertaken from almost
infinite possibilities
What Managers Do
• Managerial activities differ by
 The functions managers serve
 The roles in which managers operate
 The dimensions of each manager’s job
 Skills Approach
What Skills Do Managers Need?

 Interpersonal skills
 Sensitivity
 Persuasiveness
 Empathy
 Technical skills  Conceptual skills
 Specialized knowledge  Logical reasoning
 (Including when and  Judgment
how to use the skills)  Analytical abilities
 Importance of Managerial Skills at
Different Organizational Levels
Interpersonal skills
High

Technical skills
Importance

Conceptual skills

Low

Entry Level Mid-Level Top Level

Managers Managers Managers
 What Do Successful
and
Effective Managers Do?
 What does it take to
become a
Successful
(and Effective) Manager?
What Does It Take to Be a Successful
Manager?
• Management Qualities (Survey of Execs.)
 Integrity, industriousness, and the ability to
get along with people

• Management Skills
 Technical
 Human and communication (Teaming)
 Conceptual and decision-making skills
 “Systems Thinking” & “Critical Thinking”

• The Ghiselli Study (6 Traits of Manager

Success – Inverse Order)
6) Initiative, 5)self-assurance,4) decisiveness, 3)
intelligence, 2) need for occupational
achievement, and 1) supervisory ability
Is The Manager’s Job Universal?
• Level in the organization
 Do managers manage differently based on where they are in the
organization?
• Profit versus not-for-profit
 Is managing in a commercial enterprise different than managing
in a non-commercial organization?
• Size of organization
 Does the size of an organization affect how managers function in
the organization?
• Management concepts and national borders
 Is management the same in all economic, cultural, social and
political systems?
Microsoft Case Questions
1.Which type of resource played 4. Bill Gates' participation in and
the most important role in the coordination of small units and his
success of Microsoft? delegation of authority to
a. human c. financial managers to run their departments
b. physical d. informational are examples of the __
management function.
2. Which of the management skills a. planning c. leading
is stressed most in the case b. organizing d. controlling
study?
a. technical 5. Which primary management role
b. human and communication did Bill Gates use to achieve
success?
c. conceptual and decision-
making a. interpersonal-leader
b. informational-monitor
3. Which of the management c. decisional-negotiator
functions is stressed most in the
case study? 6. Bill Gates is at which level of
a. planning c. leading management?
b. organizing d. controlling a. top b. middle c. first-line
Microsoft Case
7. Which type of manager is Bill 10. Would Ghiselli (6 Traits – page
Gates? 10) agree that Bill Gates has
a. general supervisory ability?
b. functional a. Yes b. No
c. project
11. Give examples of some of the
8. Bill Gates has greater need for tasks Bill Gates performs in each
which skills? of the four management functions.
a. technical rather than conceptual 12. Give examples of some of the
b. conceptual rather than technical tasks Bill Gates performs in each
of the three management roles.
c. a balance of both
13. Do you think you would like to
9. How does Bill Gates spend most of work tor Bill Gates? Explain your
his time? answer.
a. planning and organizing
b. leading and controlling 14. Are Bill Gates and Microsoft
ethical and socially responsible?
c. a balance of both a and b
 Why Study Management?
• The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successfulmanagers receive significant monetary
rewards for their efforts.
 Ethical Problems
in the Workplace

• Lying to supervisors
• Lying on reports or falsifying records
• Stealing and theft
• Sexual harassment
• Abusing drugs or alcohol
• Conflict of interest
 How The Manager’s Job Is Changing

• The Increasing Importance of Customers

 Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of
all managers and employees.
 Consistent high quality customer service is essential for
survival.
• Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of
and act on opportunities for innovation.
Changes Impacting
the Manager’s Job
How Much Importance Does the
Marketplace put on Managers?
• Good (effective) managerial skills are a scarce
commodity.
 Managerial compensation packages are one measure
of the value that organizations place on them.

 Management compensation reflects the market forces

of supply and demand.
 Management superstars, like superstar athletes in
professional sports, are wooed with signing bonuses,
interest-free loans, performance incentive packages,
and guaranteed contracts.
Universal Need for Management
Rewards and Challenges of Being A Manager
Small-Business Management
• What is a Small Business?
 An independently owned and managed profit-seeking
enterprise with fewer than 100 employees.
• Exploding Myths About Small Businesses
 The 80-percent-failure-rate myth
 Research shows a failure rate of only 18 percent for
small businesses over an 8-year period.
 Low-wage-jobs myth
 Rapidly growing small businesses (“gazelles”)
accounted for 56% of new job growth and added to the
majority of high paying jobs from 1980 to 1990.
Entrepreneurship
• Entrepreneurship
 The process by which individuals–either on their own
or inside organizations–pursue opportunities without
regard to the resources they currently control.
• Entrepreneur’s Dilemma
 Either grow with the company or have the courage to
step aside and turn control over to professional
managers with the requisite administrative skills.
Entrepreneurship
• Traits of Entrepreneurs
 Focus is 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.
The Changing Organization
 Importance of
Managerial Roles
in Small and Large
Businesses

Source: Adapted from J. G. P. Paolillo, “The Manager’s Self Assessments of Managerial Roles:
Small vs. Large Firms,” American Journals of Small Business, January–March 1984, pp.61–62.
 Lecture Outline and Line Art
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