MANAGEMENT

RICHARD L. DAFT
Innovative Management
for Turbulent Times
CHAPTER 1
chapter1 Learning Outcomes
• Describe the four management functions and the type of management activity
associated with each.
• Explain the difference between efficiency and effectiveness and their
importance for organizational performance.
• Describe conceptual, human, and technical skills and their relevance for
managers.
• Describe management types and the horizontal and vertical differences
between them.
• Define ten roles that managers perform in organizations.
• Appreciate the manager’s role in small businesses and nonprofit
organizations.
• Understand the personal challenges involved in becoming a new manager.
• Discuss characteristics of the new workplace and the new management
competencies needed to deal with today’s turbulent environment.

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Copyright ©2010 by South-Western, a division of Cengage
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 Are Your Ready
chapter1
to Be a Manager?
• Today’s environment is diverse, dynamic and
ever-changing
• Organizations need managers who can build
networks and pull people together
• Managers must motivate and coordinate others
• Managers are dependent upon subordinates
– They are evaluated on the work of others

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chapter1 Why Innovation Matters
• Managers must focus on innovation to stay
competitive
• In a hypercompetitive, global environment,
organizations must innovate more
• Innovations may include:
– New products, services, technologies
– Controlling costs
– Investing in the future
– Corporate values

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Copyright ©2010 by South-Western, a division of Cengage
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chapter1 Defining Management
• Managers are the executive function of the organization
• Building and coordinating the entire system
• Create systems and conditions that enable others to perform those
tasks
• Create the right systems and environment, managers ensure that
the department or organization will survive and thrive
• Recognize the key role of people
“The art of getting things done through people” –Mary Parker Follett
“Give direction to their organization, provide leadership,
and decide how to use organizational resources to
accomplish goals” -Peter Drucker
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 The Definition of
chapter1
Management

Management is the attainment of

organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
organizational resources.

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Learning. All rights reserved.
 The Four Management
chapter1
Functions
• Planning. Identifying goals and resources or
future organizational performance.
• Organizing. Assigning tasks, delegating
authority and allocating resources.
• Leading. The use of influence to motivate
employees to achieve goals.
• Controlling. Monitoring activities and taking
corrective action when needed.

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chapter1 The Process of Management

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chapter1 Organizational Performance

• Organizations bring together knowledge, people,

and raw materials to perform tasks
– Effectiveness is the degree to which the organizations
achieves goals. (time)
– Efficiency is the use of minimal resources to produce
desired output. (cost)
• Organization is a social entity that is goal directed
and deliberately structured

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chapter1 Management Skills

Conceptual Skills – cognitive ability to see the

organization as a whole system.
Human Skills – the ability to work with and through
other people.
Technical Skills – the understanding and proficiency in
the performance of specific tasks.

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 Relationship of Skills
chapter1
to Management

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chapter1 When Skills Fail
• Management skills are tested most during turbulent
times
– Many managers fail to comprehend and adapt to the rapid
pace of change in the world
• Common failures include:
 Poor Communication
 Failure to Listen
 Poor Interpersonal Skills
 Treating employees as instruments
 Failure to clarify direction and performance expectations

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chapter1 Management Types

• Vertical Differences
– Top Managers
– Middle Managers
– First-Line Managers

• Horizontal Differences
– Functional departments like advertising,
manufacturing, sales
– Include both line and staff functions

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 Management Levels in the
chapter1
Organizational Hierarchy

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 What is it Like
chapter1
to Be a Manager?
 The manager’s job is diverse
 Managerial tasks can be characterized into
characteristics and roles
 Most managers enjoy activities such as
leading others, networking and leading
innovation
 Managers dislike controlling subordinates,
handling paperwork and managing time
pressure

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 Making the Leap: Becoming
chapter1
a New Manager

 First-line supervisors experience the most

job burnout and attrition
 Shifting from contributor to manager is
often tricky
 Managers must establish strong personal
identity

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 Individual Performer
chapter1
to Manager

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chapter1 Manager Activities
Fragmentation: the

Brevity:
 Managers perform a diverse action or process of
breaking something
ˈbrev.ə.t̬ i/
amount of work—fast into small parts or of
being broken up in
using only a this way
few words or
lasting only a
short time:
 The variety, fragmentation
and brevity of tasks require
multitasking Gear: to make
something ready or s
itable for
 Managers shift gears a particular purpose

quickly

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chapter1 Manager Roles

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