iLet's Get Real :

; Meet the Manager

Lacy lVlartin
Banking Center Manager
Assistant Vice President
Gommerce Bank
Springfield, MO

Fj.r : r':: ":"

MY JOB:
l'm a branch manager for Commerce Bank. I manage
You'll be hearing more from this real a team of individuals who help our customers with
manager throughout the chapter. solutions to meet all their financial needs.

BEST PART OF MY JOB:

Watching my employees become successful top
performers and grow their careers within the company.
 *:
.:F iffi ,ffi
::: cin why Tellwho Describe the Describe the Exploin the
- -i l3r's ore mortogers ore functions, roles, fcctors thcrt ore volue of
-
,tu +^
--,-- ond where they ond skills of reshoping cnd studying
-_-_l-3rs, work, monogers, redefrning the monogemeni
_:^ page 33 poge 36 monoger's job. poge 45
page 4l

I
.TST FA.iET OF NfiY JOts:
:-- -:rs ivho have had circumstances and decisions tl-rat have resulted ir-r

- -: .-eir in a dire financial state.

r,4 A|'IAGEMFNT ADVICE EVER RECEIVED:
-,:: cn about the impodance of open and clear communication that was
. -: famous quoie from the 1967 film Cool Hand Luke, "What we've got
s a failure to communicate."

LEARN-tNC OUTCOME
Exploin why monogers ore
irnportonl to orgcnizotions.
32
Like many students, maybe you've worked in the restaurant ildustry at some time or an-
other Il's not an easyjob. It can be hot, dirty, and exhausting. Customers can be rude and
demanding. And your work experiences, whether in a restaurant or in som€ other work-
place, are likely to have been influenced by the skills and abilities ofyour manager Lon is
a good example ofu,hat today's successful managers are like and the skills they must have
in dealing with the problems and challenges of managing in the twenty-fi$t century. This
book is about the important manage al work that Loh and the millions of other managen
like hiln do. The reality facing today's manage$ is that the world has changed. In work-
places ofall types-restaurants, offices, rctail stores, factories, and the like-managers must
deal with changing expectations and new ways of managing en'rployees and organizing
work. In this chapter, we introduce you to managers and management by looking at why
managers ale important. who managers are and where they work, and what maragers do.
Finally, we wrap up the chaptcr by looking at the factors reshaping and redefining the man-
ager's job and discussing why it's important to study management.
"ri.{sr:nll.c:
Afe Managefs Impgrtant?
" . . - A great boss canchange your life, inspiring you to new heights both professionally and
personally, and energizing you and your team to together overcome new challenges bigger
than any onc ofyou could tackle alone."'z Ifyou've had the opportunity to work with a man-
agcr like this, couDt yourself lucky. Such a manager can make a job a lot more €njoyable
and productive. Howevcg evcn managers who dor't live up to such lofty ideals alld expec-
tations are impoflant to organizations. Let's look at three reasons why.
The first reason managers are important is that organizations need their managerial skills
and abilities morc than ever in these unc€rtain, complex, and chaotic times. As organizations
dcal with today'.s challenges- thc u'orldwide economic climate, changing technology, ever-
increasing globalization, and so forth managers play an important role in identifying
critical issues and crafting respolses. For example, John Zapp, general manager of several
car dealerships in OkJahoma City, has struggled to keep his businesses afloat and profitable
in the culrent economic environment,just as many other car dealers have.r However, after four
decades in the car business, Zapp understands that he's the one calling the shots and his "call"
right norv is to focus on selling nrore used cars. Hou,? By keeping inventory moving and by
keeping his salespcople engaged through small cash payment rewards for hitting sales goals.
His skills and abilities as a manager have been crucial in guid;ng his organization through
thcse chailensing times.
Anolhet reason mdnagers are importanl to organizations is that they're citical to gctting
things done. For instance. in our chapter-opening story: Loh wasn't the pelsou grcetiDg and
 cHAprER t I routoRrroNs oF MANAGEMENT AwD oReANtzATtoNs 33

srt€ customers, taking their orders, cooking their meals, or clearing tables, but he was the
IE sor who creates and coordinates the workplace systems and conditions so that others can
Ferform those tasks. Although he often pitches in when and where needed his job as manager
E ro ensure that all the employees are getting theirjobs done so the organization can do what
i-s io business to do. If wolk isn't geding done or isn't getting done as it should be, he's also
ir one rvho must find out why and get things back on track.
Finally, managers do motter to organizations! How do we know that? The Gallup
Organization, rvhich has polled millions of employees and tens ofthousands of managers,
bls fourd that the single most impo ant variable in employee productivity and loyalty isn't
par or benefits or workplacc environment; it's the quality ofthe relationship between em-
pirlees and their direct supervisors.a In addition, global consulting firm Towers Watson
iallld ihat the way a compalry manages and engages its people aan significantly affect its
lnaocial performance.t Also, a recent study oforganizational performance found thar: man-
4erial ability was important in creating organizational value.6 What can we conclude from
a:! reports? That managers are important and they do matter!

titfhe Are Managers and Where LEARNING OUTCOI4E

Do They Work? who monogers ore
Tell
ond where they work.
\fEagers may not be who or what you might expect! Managers can be under the age of
13 io orer age 80. They run large corporations as well as entrepreneurial start-ups.
Ile,r're found in government departments, hospitals, small businesses, not-for-profit
rgeocies, museums, schools, and even such nontraditional oryanizations as political cam- ' by the numbers'
tdgns and music tours. Managers can also be found doing managerial work in every
crotry on the globe. In addition, sonre managers arc top-level managem while others fltrm:xji*""jiJi'iltff:
I=I
rc firs't-line managers. And today, managen are just as likely to be women as they are manaq-er is most important
cs, Holvel,er, the number of women in top-level manager positions remains low-only : whel considering a new
I romen rvere CEOs of major U.S. corporations in 2010.3 But no matter where man- employer.

:grrs are found or what gerder they are, the fact is . - . managers have exciting and chal-
@ing jobs!
M percent of individuals ages
18 34 sali they do not want
to become a manaqer.
.

Who ls a Manager?
I esed to befairly simple to define who managers were: They were the organizational mem- ffil - the rank of people skills as
the most valued skill in job
applicants.
.

b $io told others what to do and how to do it. lt was easy to differcntiate mdnagers from
wanagerial emplol,eas. Noq it isn't quite that simple. In many organizations, the chang-
!g Dature of work has blurred the distinction between managers and nonmanagerial w percent of people would lay
ofJlfire their boss if given the
option.

m
cq{q'ees. Ma[y traditional nonmanagerial jobs now include managerial activities.e For ex-
percent of workers say they
.qde- General
at Cable Corporationt facility in Moose Jaw, Saskatchewar\ Canada, man-
do not have qualified man-
4q'ial responsibilities are shared by managers and team membels. Most ofthe employees

ffi
a9ers.
r \Ioose Jaw are cross-trained and multi-skilled. Within a single shift, an ernployee can be
e tm leadeq equipment operator, maintenance technician, quality inspector, or improve- percent of workers say their
aplauterlo boss is likable.

E
Th
So. how do we define who managers are? A manager is someone who coordinates
iorersees the work of other people so that organizational goals can be accorrplished. A
ger's job is not about pesonal achievement itt about helping ollrers do their work.
may mean coordinatiDg the work ofa departnental group, or it might mean supervis-
a single person. It could involve coordinating the work activities ofa team with people
g times when managers a.re
disengaged from their work,
their employees are 3 times
as likely to be disengaged
-
iE different departments or even people outside the organization, such as tempomry from their work.
dq.ees or individuals who work for the organizationt suppliers. Keep in min4 also, that
ffi percent of employees who
have quit their jobs say it's
because of unhappiness with
manaqement.

m percent of white-collar work-

ers think incompetence is
what makes for a bad boss.
34 PARI ONE I THE WORLD OF I\iIANAGEMENT
As brond monoger wiih Lillle Kids.lnc.,
Kote Boehnerl lso middle monoger
responsible i3r the quolly ond successful
promoiion ofthe cornpcny's line of
bubb e loys.ln lhh photo,she
demonslroles dudng o ioy lrode show
how lhe molorized Bubble Llght blows
bubbes. Brond rnonogers work wilh
paoducl developers, solespeople,
coplav fers, ond odverlising directo6 lo
coordinote the prodLrction, distribufion,
ond r.orketing of their producl line.They
onolfze soles fgures, sel pdces, olgonize
odvefislng compolgns, explore differeni
morkeling sirotegles, ond contoct
retoiLers lo convnce lhem io corry their
blonds. Successful blond monogers moy
odvonce lo o top monogement posltion.
Levels of Management
managen may have work duties not rclated to coordimting and oversee-
ing others' work. For example, an insurance claims supervisor might
process claims in addition to coordinating the work activities ofother
claims clerks.
Is there a way to classify managers in organizations? In tradition-
ally structured organizations (which are often pictured as a pyramid
because more employees are at lower organizational levels than at
upper organizatioral levels), rnanagers can be classified as firstline,
middle, or top. (See Exhibit l-1.) At the lowest level ofmanagement,
first-line managers manage the lvork of nonmanagerial employees
who typically are involved with producing the organization's products
or servicing the organization's customers. First-line managers may be
called supervisors or even shtft managers, district managers, departorcnt
nzanagers , ot ffice ntanagers . Middle managers manage t}le work of
first-line managers and can be found between the lowest and top
levels of the organization. They [ray have titles utch as regional
manager, project leader, store manager, ot division manager ln ow
chapter-opening dilemma, Loh is a middle manager As the general
manager, heh responsible for how his restaurant performs, but also is
one ofmany general manageff cornpany-wide who report to someone
at corporate headquarten. At the upper levels ofthe organization are the top managers,
who are responsible for making organization-wide decisions and establishing the plans
and goals that affect thc entire organization. These individuals typically have titles such
as qcecLttive vice president, president, managing director, chiefoperaling offcer, ot chief
erecutive fficer.
Not all organizations get work done with a traditional pyramidal form, however.
Some organizations, for example, are more loosely configured with work being done by
ever-changing teams of employees who move from one project to another as work
demands arise. Although it's not as easy to t€Il who the managers are in these organiza-
tions, we do know that someone must fulfill that role that is, there must be someone
who coordinates and oversees the work ofotheff, even ifthat "soneone" changes as work
tasks or projects change.
Where Do Managers Work?
It's obvious that managers do the work in organizatioDs. But what is an orqanization? It's
a deliberate arrangement of people to accomplish some specific purpose. Your college or
university is an organization; so are fratemities and sororities, government departments,
churches, Facebook, your neighborhood grocery store, the United Way, the St. Louis
Cardinals baseball t€am, and the Mayo Clinic. All are considered organizations and have
three conrmon chamcteristics. (See Exhibit 1-2.)
First, ar organization has a distinct purpose. This purpose is t)?ically expressed through
goals that the organizatior hopes to.accomplish. Second, each organization is composed of
people. It takes people to perform the work that's necessary for the organization to achieve
its goals. Third, all organizations develop some d€liberate structure within which members
 CHAPIER r I FoUNDATToNS oF MANAGEMENT AND oRGANlzATloNs 35

Characteristics of o(ganbations

- l+ qork. That structue may be open and flexible, with no specific job duties or strict
fuce to explicit job arangements. For instance. at Google, most big projects, of which
G re i,un&eds going on at the same time, are tackled by small focused employee teams
s up in an instant and complete work just as quickly.rr Or the structure may be more
- that of Procter & Gamble or General Electric-with clearly defined rules,
-irlr-like
Eftrool job descriptions, and some members identified as "bosses" who have author-
qr xr other members.
!{:E}.. oftoday's organizations are structured more like Google, with flexible work
rEEg"lrents, employee work teams, open communication systems, and supplier
dfaL-.:. In these organizations, work is defined in terms of tasks to be done. And
riaa!-s have no time boundaries since work can-and is-done anywhere, anytime.

4
slqgh no one has a perfectly accurate
tD tie luture, certain lrends in plac€
-f,
E f,€r insights into what t0m0rr0w holds.

enrapolate f[0m those trends to sneak

r-s'. ane future. We've arbitrarily chosen to
r the year 2020 because it's close
qr tEt most 0f you will be actively in the
Lr:e. yet far enough away that current
35 PARI ONE I THE WORLD OF MANAGFMENT
I-EARNTNG OUTCOME
Describe the functions, roles,
ond skills cf monogers.
EJficiency and Effectiveness
in Management
However, no matter what type of approach an organization uses, some deliberate
structue is needed so work can get done, with managers overseeing and coordinating
that work.
!$Ulra* Do Managers Do?
Simply speaking, nanagement is what managers do. But that sinple statement doesn't tell
us much, does it? Let's look first at what managem€nt is before discussing more specifically
what manage$ do.
Management involves coordinating and overseeing the work actiYities of others so
that their activities are completed etriciently and effectively. We already know that coordi-
nating and overseeing the work ofothers is what distinguishes a managerial position from
a nonmanagerial one. Howevet, this doesn't mean that managers can do what they want
anltime, anywherc, or in ary way. Instead, management involves ensuring that work activ-
ities are completed eJliciently and efectively by the people responsible for doing them, or
at least that's what managers aspire to do.
Efficiency refels to getting the most output from the least amount ofinputs. Because
managers deal with scarce inputs including resources such as people, money, and
equipment-they're concerned with the efficient use of those resources. It's often
referred to as "doing things right"-that is, not wasting resources. For instance, at the
HON Cornpany plant in Cedartown, Georgia, where enployees make and assemble
office furniture, effioient manufactu ng techniques were iurplemented by doing things
such as cutting inventory levels, decreasing the amount of time to manufacture prod-
ucts, and lowedng product reject rates. These efficient work practices paid off as the
plant reduced costs by more than $7 million in one )rear13
It's not enough, however, just to be efficient. Management is also concerned with
being effective, completing activities so that organizational goals are attained.
Effectiveness is often described as "doing the dght things"-that is, doing those work
activities that will help the organization reach its goals. For instanc€, at the HON factory,
goals included meeting customers' rigorous demands, executing world-class manufac-
turing strategies, and naking employee jobs easier and safer. Through various work
initiatives, these goals rvere pursued azdachieved. Whereas efficiency is concemed with
the teans of getting things done, effectiveness is concerned with the €rds, or attain-
ment of oryanizational goals (see Exhibit l-3). ln successful organizations, high
efficiency and high effectiveness typically go hand in hand. Poor management (which
leads to poor performance) usually involves being inefficient and ineffective or being
effective, but inefficient.
Now letk take a more detailed look at what manage$ do. Desc bing what managers
do isn't easy. Just as no two organizations are alike, no two managers'jobs are alike. In
spite ofthis, management researchers have developed three approaches to describe what
managers do: functions, roles, and skills.
 cHAprER t I roultonrtoNS oF IMANAGEMENT AND ORGANIZAIIONS 37,

Management Functions
or functions as
According to the functions approach, managers perform certain activities
and effectively coordinate the work ofothers What are these functions?
tbey efficiently
Henri Fayol, a French businessman, first proposed in the early part of the twentieth
century that all managers perform five functions: planning, organizing, commanding,
coordinating, and controlling.la Today, these functions have been condensed to four:
planning, oiganizing, leading, and controlling (see Exhibit 1-4). Let's briefly look at
each function.
Ifyou have no particular destination in mind, then any road will do. Howeveq ifyou
bare someplace in particular you want to go, you'Ye got to plan tl1e best way to
get there'
B€cause organizations exist to achieve some particular pupose, someone must define that
prpose and the means for its achievement. Managers are that someone. As managers en-
gagi in planning, they set goais, establish strategies for achieving those goals, and develop
plans to integrate and coordinate activities.
Managers are also responsible for arranging and structu ng work to accomplish the
cganizationls goals. We call this function organizing. When managers organize, they de-
crmine what tasks are to be done, who is to do them, how the tasks are to be groupe4 who
Gports to whom, and where decisions are to be made.
Every organization has people, and a manager's job is to work with and through people
n accomplish goals. This is the leading flinction When maaagers motivata subordinates,
lelp resoive work group conflicts, influence individuals or teams as they work, seleat the
s1 effective communication channel, or deal in any way with employee behavior issues,
rky re leading.
The final tranagement function is controlling. After loals and plans are set
put in place (oryanizing), and people hired'
6lanning), tasks and structural arrangements
reine4 and motivated (leading), there has to be some evaluation of whether things are
ling as planned. To ensure that goals are being met and that work is being done as it
louid b", must ltonitor and evaluate performance Actual performance must bg
^^nng"tt
<urpared with the set goals. Ifthose goals aren't being achieved' it's the manag€r'sjob to
!a R-ork back on ftack. This process ofmonitoring, comparing, and corecting is the con-
blling function.
Jlrst howwell does the functions approach describc what managers do? Do managers
#ays plan, organize, lead, and then contlol? [n reality, what a manager does may not

Four Functions of Management

38 eART oNE I THE woRrD oF MANAGETvENT

ls lhe slogon of o me€er

Let's Fly Together
Lrndertok€n by ihe top monogers of Uniled Airlines
ond ConilnentolAkllnes thot wlll ic/m lhe wo di
lorgest oirllne. Unlted's CEO Glenn lllton (lefi) ond
Confinentol's CEO Jeff Smisek sioted thot lhe rneeer
sirotegy wlll ochleve ihe gools of creotlng o
comblned okline thot is more etfclent ond beiter
posltloned os o strong globol competltot thoi hos
ihe llnonciol strength noeded to moke lnvestmenis ln
improved producls ond seMces, ond thot con
ochleve ond susioin prcftobilliy. Plons for the
combined oi ine include fyiig under lhe United
nome ond usino the logo ond colors of Contnenlol.

always happen in this s€quence. Regardless of the "order" in which these functions are
performed, however, the fact is that managers do plan, organize, lea4 and control as thay
manage. When a manager is working to keep their employees motivated and engagetl
that's leading. As they make out the week's schedule, that's planning. When they are try-
ing to cut costs, those actions obviously involve controlling. And dealing with unhappy
customers is likely to involve leading, conholling, and maybe even planning.
Although the functions approach is popular for describing what managerc do, some
have argued that it isn't relevant.rr So let's look at another perspective.

Mintzberg's Managerial Roles and a Contemporary

Model of Managing
Henry Mintzberg, a well-known management researcher, studied actual managers at work.
In his first comprehensive study, Mintzbery concluded that what managers do can best be
described by looking at the managerial roles they engage in at work.r6 The term
managerial roles refers to specific actions or behaviors expected ofand exhibited by a
manager. (Thirft of the different roles you play-such as student, employee, student
organization member, volunteer, sibling, and so forth-and the different things you're
expected to do in these rcles.) When describing what managers do from a roles p€rspec-
tive, we're not looking at a specific person per se, but at the €xpectations and responsi-
bilities that are associated with being the person in that role-the role ofa managerrT As
shown in Exhibit l-5, these l0 roles are grouped around interpersonal relationships, the
transfer of information, and decisicin making.
The interpersonal roles are ones that involve people (subordinates and persons out-
side the organization) and other duties that are ceremonial and symbolic in nature. The three
interpersonal roles incl-tide figurehead, leader, and liaison. The intormational roles involve
collecting, receiving, and disseminating information. The three informational roles include
monitor, disseminator, and sFokesperson. Finally, the decisional roles entail making
decisions or choices. The four decisional roles include entrepreneul disturbance handler,
resource allocator, and negotiator.
As managers perform these roles, Mintzberg proposed that their activities ircluded
both reflection (thinking) and action (doing).!3 Our manager in the chapter opener would
do both as he manages. For instance, reflection would occur when Loh listens to
employees'or customers' problems, while action would occur when he resolves those
problems.
 cHAPTER I I FOUNDATTONS OF MANAGETvTENT AND ORGANTZAijC\S 39

lnterpersonal Roles Mintzberg's Managerial

Roles

. Figurehead

. Leader

. Liaison

lnto.mational Roles

. Monitor
. Disseminator
. Spokesperson

Decisional Rgles

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

k $ Mintzberg, Henty, The Nature of Manage.lal Work, lst Edition, O 1980, pp. 93 94.

\number of follow-up studies have tested the validity of Mintzberg's role cate-
1rr:- and the evidence generaily supports the idea that managers regardless ofthe
-:e -.iorganization or level in the organization-perform sirnilar roles.re However, the
rc-sis that managers give to the various roles seems to change with organizational
s-- :i -\t higher levels ofthe organization, the roles ofdisseminator, figurehead, nego-
rac iiaison, and spokesperson are more important; whil€ the leader role (as Mintzberg
,rf:ed ir) is more important for lower-level managers than it is for either middle or top-
F*_ agers.
=
i-.;ently, Mintzberg completed another hands-on and up-close study ofmanagers at
ari.::id concluded that, "Basically, managing is about influencing action. It's about
rc':-: o.ganizations and urits to get things done, which means action."2r Based on
r* :c-s.'n ations, Mintzb€rg went on to explain that a manager does this in three ways:
i" :ranaging actions directly (for instance, negotiating contracts. managing projects,
- - i,31[61s9
b} rnanaging people who take action (for example, motivating them, building
the organization's culture, etc.), or (3) by managing information that
-r<- !€ople to take action (using budgets, goals, task delegation, etc.). The manager
!'l[rjrtE .3lter of the model has two roles-framing, which defines how a nanager
40 paRr oNE I THE woRrD oF MANAGEMENT

"You can't expect people to do a
goodjob at work iftheir lives are a
mess."'?3 llat! the philosophy ct
Panda Express founder and chair-
man, Andrew Cherng. Together
with his wife Peggy, they have
built a restaurant empire with
more than 1,200 outlets and $1
billion in sales.They believe that a
company i$ only as good as the
employees who comprise it.
fact, he saysthathis company's success doesn't comejustfr0m the meals pre-
pared in tire kitchen, but because "he cares about the emotional well-being 0f
his employees." With five guiding values-being proactive, showing respecy-
approaches his c,r her job: and scheduling, which "brings
the frame to life" through the distinct tasks the manager
does. A manager enacts these roles while managing action
in the three "planes:" q,ith information, through people, and
som€',imes by taking action directly. It's an interesting
perspective on the manager's job and one that adds to our
understanding ofwhat it is that managers do.
So which approach is better managedal functions or
Mintzberg's propositions? Although each does a good job of
depicting what managem do, the functions approach still s€ems
to be the generally accepted way ofdescribing tle manager's
job. "The classical functions provide clear and discrete meth-
ods of classifying the thousands of activities that mailagers
ln
carry out and the tech.niques they use in terms ofthe functions
they perform for the achievement of goals."" Howeveq
Mintzberg's role approach and newly developed model ofman-
aging do offer us other insights into managels'work.

having a win-win attitude, pursuing groMh, having great operations, and being

qiving-and a caring and stronq management team, this company has pros-
Management Skills
pered.What can you learn from this leader who made a difference?
Dell Inc. is a company that understands the importance of
management skills.'?4 It started an intensive five-day offsite
skills trainiug program for first-line managers as a way to
improve its operations. One of Dell's directors of leaming and development thought this was
thc best way to develop "leaders who can build that strong relationship with their fiontJine
employees." What hav€ the supervisors leamed from the skills training? Some things they
m€ntioned were how to cornflunicate morc effectively and how to refrain from jumping to
conclusions rvhen discussing a problem with a worker.
What types ofskills do managers need? Robert L. Katz proposed that managers need
three critical skills in managilrg: technical, human, and conceptual.'?j (Exhibit l-6 shows
the relationsltips of these skills to manag€rial Ievels.) Technical skills are thejob-
specific knowledge and techniques needed to proficiently pedorm work tasks. These
skills tend to be more important for first-line managers because they typically are man-
aging employees who use tools and techniques to produce the organization's products or
service the organization's customers. Often, employees with excellent technical skills get
pronoted to first-line manager. For example, Mark Ryan of Verizon Columunications
manages almost 100 technicians rvho service halfa nillion ofthe company's customers.
Before becoming a manager, however, Ryan was a telephone lineman. He says, "The
technical side of the business is important, but managing people and rervarding and
recognizing the people who do an outstanding job is how we (Verizon) are going to
succeed."26 Ryan is a managcr who has technical skills, but also recognizes the irrpor-
tanc€ of human skills, which involve the ability to work well with other people both
individually and in a group. Because all managers deal u,ith people, these skills are
equally important to all levels of management. Maragers with good humal skills

skills Needed at Different Top

Managerial Levels Managers

Middle
Managers

Lower-Level
[4anagers
 cHAprER t I rouruoartoNs oF r\4ANAGETvIENT AND oRGANrzATroNs 1t

. Ny'anaging human capital lmponant Managerial Skills

. lnspiring commitment
. Managinq change
. structuring work and gettjng things done
. Facilitating the psychological and social contexts of work
. Using purposeful networking
. Managingdecision-makingprocesses
. Ny'dnag 19 strategy and innovation
. lManaging loglstics and technology

t-ed on "Dear Workforce: W€'re Developing Onboarding for New Managers: What Should se
ft{de41" Workforce Ontre March 4, 2010; J. R. Ryan, ,,The Coming Leade6hip Gap: What you
3: Do About lt," A/oombery Butinessweek Onthre, December 15, 2009; tn_Sue Oh and C. M. Be.ry
'r-he F:ve Factor Model of Perlonality and Manageriat performance: Vatidity Gain! Through the
Use
i l5O Degree Performance Ralings," Journat ot Apptjed psychology, November 2009, pp. 1498_1513;
i-d R S. Rubin and E. C. Djerdorfl, ,,How Retevant ls the MBA? Assessing the Alignment of Required
:ricula and Required Manager;at Competencies," Acadeny of Managenent Learning & Education,
'e 2frc9, pp. 2oA-224.

4r =: best out of their people. They know how to communicate, motivate, l€ad and
ryEe eothusiasm and trust. Finally, conceptual skills are the skills managers use to
tBi and to conceptualize about abstract and complex situations. Using these skills,
rs see the organization as a whole, understand the relationships among various
rix-.'r. and visualize how the organization fits into its broader environment. These skills
-E_.rE
&1-r important to top manage$.
- i.jier important managerial skills that have been identified are listed in Exhibit 1-7.
r r:r:r_;i demanding and dynamic workplace, employees who want to be valuable assets
upgrade their skills, and developing managem€nt skills can be particu-
ar iEsificial in today's tvorkplace. We feel that unde$tanding and developing manage-
-.lEstantly
u *ills is so impo ant that we've included a skills feature at the end of €ach chapter.
3e cce in this chapter iooks at developing your political skill.) In additior, you'll find
& --:ererial on skill building as well as several interactive skills exercises in our
rcE:Eementlab. As you study the four management functions throughout the rest of
t n-i rou'11 be able to start developing some key management skills. Although a sim-
rE fr+uilding exercise won't make you an instant expert, it can provide you an intro-
rmderstanding of some of the skills you'll need to master in order to be an
-qr-j manager
+--e

Hor+r ls the Manager's Job Changing?

'tk Busi headquarters, morc
than of 4,000
{Dl
judged 'ry-
60 percent the employees are now
Lh\RNr\cur rc(r\rF
Describe the foclors thot cre
+ ,E
=sks
or results. Salaried people put in as much time as it takes to do their work. reshoping ond redefr ning
. qlc5-ees report better relationships with lamily and friends, more company loyalry ihe manoger's job.
i'ocus and energy. Productivity has increased by 35 percent. Employees say they
-LrE
51 ie'rr $iether they work fewer hours-they've stopped counting. perhaps more im-
;nr rn+-re finding new ways to become efficient."27 Welcome to the new wor.ld of
rery:
h ra$ \ sorld managers are dealing with global economic and political uncertainties,
*iE aorkplaces, ethical issues, security threats, and changing technology. For example,
?

42 PART ONE I THE WoRLD oF MANAGEMENT

Dave Man€y, the top manager of Headwaters MB. a Dew-er-based investrnent bank, had to
fashion a new garne plan ciuring the recession. When the company's board ofdirectors gave
senior management complete frecdom to ensure the companv's survival, they made a bold
move. All but seven key employees were laid om Although this doesn't sound very respon-
sible or resourceful, it ilvited those laid-offemployees to form independent member firrns.
Now, Headwaters steers investment transactions to those firms, while keeping a small per-
centage for itself. The "restructuring drastically reduced fixed costs and also fteed manag]-
ment to do more marketing, rather than day-to-day investment banking transactions." As
Maney said "lt was a good strategy for us and positioned us for the future."'z8 It's likely that
more managers riZ have to lranage under such demanding circumstances, and the fact is that
iow managers manage is changing. Exhibit l-8 shows some ofthe most impofiant changes
facing managers. Throughout the rest of this book, we'll be discussing these and other
changes and how they're afecting thc way managers pl.in, otganize,lead. and control.. We
want to highlight three ofthese changes: the increasing importance ofcustome$, innovation,
and sustainabil ity.

lmportance of Customers
to the Manager's Job
John Chambers, CEO of Cisco Systens, likes to listen to voice mails forwarded to him
from dissatisfied customers. He says, "E-mail would be more efficient, but I want to hear
the emotion, I want to hear the frustration, I want to hear the caller's level of comfort

Changes Facing Managers

Changing Technology (Digitizationl

lncreas6d Emphasis on Organizational

and Manaqerial Ethics

lncreas€d Competitiv€ness

Changing Security Threats

 CHAPTTR I I FOUNDATIONS OF IVANAGEMENT AA/D ORGANIZATIONS 43

with the strategy we'rc employing. I can't get that through e-mail."2e This manager
understands the importance of customels. You need customers. Without them, most
organizations would cease to exist. Yet, focusing on the customer has long been thought
to be the responsibility ofmarketing tr?es. "Let the marketerc wolly about the customers"
is how many managers felt. We're discovering, however, that employee attitudes and
behaviors play a big role in customer satisfaction. For instance, passengers of Qantas
Airways were asked to rate their "essential needs" in air travel. Almost every factor listed
$as one directly influenced by the actions of company employees from prompt bag-
gage delivery, to courteous and efficient cabin crews, to assistance with connections, to
quick and friendly check-ins.ro
Today, the majority of employees in developed countries work in service jobs. For
iostance, some 77 percent of the U.S. labor force is employed in service industries. In
Australia, 71 percent work in service industries. In the United Kingdorn, Germany, and
Japan the p€rcentages arc 7 5,72, a\d'75, respectively. Even in developing countries like
India and Russia, we find 63 percent and 58 percent of the labor force employed in
sen'ice jobs.rr Examples of service jobs include technical support representatives, food
s€r!-ers o! fast-food counter workers, sales clerks, teachers, nurses, computer repair
rechnicians, front desk clerks, consultants, purchasing agents, credit representatives,
itua.ocial planners, and bank tellers. The odds are pretty good that when you graduate
!-su'll go to work for a company that's in a service industry, not in manufacturing or
a€dculture.
Managers are recognizing that delivering consistent high-quality customer service
E essential for survival and success in today's competitive environment and that em-
plq'ees are an important part of that equation.3z The implication is clear-managers
6r create a customer-responsive organization where employees are friendly and cour-
ccrrs, accessible, knowledgeable, prompt in responding to customer needs, and willing
b do Nhat's necessary to please the customer.r3 We'11 look at customer service manage-
rer in several chapters. Before we leave this topic, though, we want to share one more
sr_a'that illustmtes why it's important for today's rnanagers (all manage$, not just those
- marketing) to understand what it takes to serve customers. During a broadcasted
*de1'Cup playoffgame, Concast subscribers suddenly found themselves staring at a
ktl- screen. Many of those customers got on Twitter to find out why. And it was there,
r on a phone system, that they discovered a lightning strike in Atlanta had caused
G poser outage and that transmission would be restored as quickly as possible.
lbagers at Comcast unde$tood how to exploit popular commulications technology

These kids ond feens ploying Nintendo's DS portoble

vldeo gome in fronl of the officiol Pokemon slore in
Tokyo lluslroles the lmpodonce of lnnovotion in lhe
compony's worldwide leodershlp within the
lnieroclive entedoinmenl industry. Nintendo
conlinues lo creote unique vldeo gomes for young
people. But the componyt innovoion strotegy oho
focuses on explo ng new ierritory io lounch new
producls, such os Wii, ihol culiivote o new wove of
customers Nlniendo plons to furlher expond ihe
concept of whot o video gome h, redefning ii to
Include on)4hing thot brings people joy liom music
to heollh monogemeni
44 PART oNE I rur wcnro oF MANAGET\4LNT
and the company's smart us€ of Twitter "undemcores what is becoming a staple in
modern-day customer service. . . beefing up communications with customers through
social media tools."3a

lmportance of lnnovation
to the Manager's Job
"Nothing is more risky than not innovating."iilnnovation means doing things differently,
exploring neN territory. and taking risks. And innovation isn't just for high-tech or other
technologically sophisticated organizations. Innovative effo s can be found in all types of
organizations. For instance, the manager ofthe Best Buy store in Manchester, Connecticut,
clearly understood the importance ofgetting employees to be imovative, a task made par-
ticularly challenging because the average Best Buy store is often staffed by young adults in
their first or secondjobs. "The complexiry ofthe products demands a high level oftraining,
but the many distractions that tempt college-aged employees keep the turnover potential
high." However, the store manager tackled the problem by getting employees to suggest
new ideas. One idea-a "team close," in which employees scheduled to work at the store's
closing time, closed the store together and walked out together as a team-has had a remark-
able impact on employee attitudes and commitment.r6 As you'll see throughout the book,
innoration is critical throughout all levels and parts ofan organization. For example, at Tata
of India, the conpany's top manager, chaiflnan Ratan Tata, told his employees during the
bleak aspects ofthe global economic downturn to "Cut costs. Think out ofthe box. Even if
the r.r,orld around you is collapsing, be bold, be daring, think big."37 Ard his employees ob-
viously got thc message. The company's introduction ofthe $2,000 minicag the Nano, was
the talk ofthe global automotive industry. As these stories illustrate, innovation is critical. It's
soc tical to today! organizations and managen that we'll also address this topic in sev-
eral chapters.

lmportance of Sustainability
to the Manager's Job
Itt the worldl largest retailer u,ith more than $408 billion in annual sales, 2.1 million
employees, and 7,870 stores. Yes, we're talking about Walma . And Walmart is probably
th€ last company that you'd think about in a section describing sustainability. However,
Walmart announced in early 2010 fiat it would "cut some 20 million metric tons of
greenhouse gas emissions frorn its supply chain by the end of 2015-the equivalent of
removing nore than 3.8 million cars from the road for a year"r3 This corporate action affirms
tirat sustainability and green management have becorne mainstream issues for managers.
Wliat's enrc.giDg in the twenty-first cantury is the concept of managing in a sus-
tainable way, which has had the effect of rvidening corporate responsibility not only to
nranaging in an efficiel]t and effective way, but also to responding strategically to a wide
range of environmental and societal challenges.re r\lthough "sustainability" neans dif-
f'erent things to different people, in essence, according to the World Business Council for
Sustainable Dcvclopment (2005), it is concerned with "meeting the needs of people
today !vithout compronrising thc ability of future generations to meet their own needs."
Let's Get Real Fronr a busincss perspectiYc, sustainability has been defined as a company's ability to
achieve its business goals and increas€ long-telm shareholder value by integrating €co-
nomic, environmental, and social opportunities into its business strategies.a0 Sustain-
ability issues are norv moving up the agenda of business leaders and the boards of
thousands of companies. Like the managers at Walmart are discovering, running an or-
ganization in a more sustainable way will mean that managers have to make informed
business decisions based on thorough communication with various stakeholders, under-
standing their requirements, and starting to factor economic, environmental, and social
aspects into ho\\'tlrey pulsue their business goals. We'll examine managing for sustain-
abilitv and its inrportance lo planning. organizing. leading and controlling in several
places throuehout tlie book.
 cHAprER r I rounoerroNS oF IvTANAGEMENT AND oReANtzATtoNs 45

ii.: hy Study Management? LEARNING OUTCO\IE

'r-- m,4,be wondering why you need to study management. Ifyoule majoring in account- Exploin the vdue of snJdyire
rg..r marketing or any field other than management, you may not understand how study- lTlonclctelTlel^'l.
q ralagement is going to help you in your career. We can explain the value of studying
"r*rgement by looking at three things: the universality ofmanagement, the reality of work,
-d 6e reuards and challenges ofbeing a manager

The Universality of Management

-hg lo*'universal is the need for nalagement in organizations? We can say with ab-
$iqre certainty that management is needed in all types and sizes of organizations, at all
rlaizational levels and in all organizaticnal work areas, and in all organizations, no
ser Nhere they're located. This is known as the unive.sality ol management. (See
E*ibit l-9.) In all these organizations, managem must plan, organize, lea4 and control.
tlreti,,. thath not to say that management is done the same way. What a supervisor in
r s..*srre applications testing group at Microsoft does versus what the CEO of Microsoft
hes is a matter of degree and emphasis, not of function. Because both are managersJ
bd xill plan, organize, lead, and control. How much and how they do so will differ,
i-es'er
\lanagement is universally needed in all organizations, so we want to find ways to im-
grre de rvay organizations are managed. Why? Because we intemct with organizations
aar srngle day. Are you frustrated u,hen you have to spend two houls in a state govern-
ffi ofiice to get your drivert license renewed? Are you irritated when none ofthe sales-
!4i. in a retail store so€ms interested in helping you? Is it annoying when you call an
6e 6ree times and customer sales representatives quote you three different prices for th€
rc nip? These examples shou, problems created by poor rnanagement. Organizations
t[ :r $ell managed and we'll share many examples of these throughout the text-
.i-r*op a loyal customer base, grow, and prosper, even during challenging times. Those
lr re poorly managed find themselves losing customers and revenues. By studying
ryErrent, you'Il be able to recognize poor management and x'ork to get it corrected. In

universal Need for

Management
46 PARI oNE I rue wonlo oF MANAGETvENT
addition, you'lt be able to recognize and support good managernent, whether it's in an or-
ganization with \Mhich you're simply interacting or whether it's in an organization in which
you're employed.

The Reality of Work

Another reason for studying managemert is the reality that for most ofyog once you grad-
uate from college and begin your career, you will either manage or be managed. For those
who plan to be managen, an understanding of malagement forms the foundation upon
which to build your management skills. For those ofyou who don't see yourcelf manag-
ing, you're still likely to have to work with managers. Also, assuming that you'll have to
work for a living and recognizing that you're very likely to work in an organization, you'll
probably have some managerial responsibilities even if you're not a manager Our expe-
rience tells us that you can gain a great deal of insight ioto the way your boss (and fellow
employees) behave and how organizations function by studying management. Our point
is that you don't have to aspire to be a manager to gain something valuable from a course
in management.

Rewards and Challenges of Being a Manager

We can't leave our discussion here without looking at the rewards and challenges of
being a manager. (See Exhibit l-10.) What does it mean to be a manager in today's
workplace?
Fifft, there are many challenges. It can be a tough and often thankless j ob. In addition,
a portion of a manager's job (especially at lower organizational levels) may entail duties
that are often more clerical (compiling and filing reports, dealing with bureaucratic pro-
cedures, or doing paperwork) than managerial.ar Managers often have to deal with a vari-
ety ofpersonalities and have to make do with limited resources. It can be a challenge to
motivate workers in the face ofuncertainty and chaos, as this recossion has illustrated time
and time again. And managers may find it difficult to successfulty blend the knowledge,
skills, ambitions, and experiences of a diverse work group. Finally, as a manager, you're
not in fult control ofyour destiny. Your success typically is dependent upon othe6'work
performance.
Despite these challenges, being a manager can be rcwatding.You're responsible for cre-
ating a work environment in which organizational members can do their wo* to the best
of thet ability and thus help the organization achieve its goals. You help others find mean-
ing and fulfillment in their work. You get to suppo , coach, and nurture others and help
them make good decisions. In addition, as a manager, you often have the opportunity to
think creatively and use your imagination. You'll get to meet and work with a \ariety of

Rewards and Challenges of Being
a Manager
. Create a work environment in which
organizational members can work lo the
best of their ability
. Have opportunities to think creatively and
use imagination
. Help others find meaning and lulfillment
in work
. Support, coach, and nurture others
. Work with a variety of people
. Receive recognition and status in
organization and community
. Play a role in inlluencing organizational
outcomes
. Receive appropriate compensatign in the
form of salaries, bonuses, and stock options
. Good managers are needed by organizations
. Do hard work
. May have duties that are more clerical
than managerial
. Have to deal with a variety of personalities
. Often have to make do with limited
resources
. Motivate workers in chaotic and uncertain
situations
. Blend knowledge, skills, ambitions, and
and experiences ol a diverse work group
. Success depends on others' work
performance
 cHAPTER r I FOUNDAnONS OF MANAGEMENT AND ORGANTZATTONS 47

people-both inside and outside the organization. Other rewards may include receiving
recognition and status in your organization and in ihe comrnunity, playing a role in influ-
encing organizational outcones, and receiving attractive compensation in the form of
salaries, bonuses, and stock options. Finally, as we said earlier in the chapter, organizations
need good managers. It's througii th€ combined efforts ofmotivated and passionate people
rorking togeth that organizations accomplish their goals. As a manager, you can be
assured that your e{forts, skills, and abilities are needed.

Would you Do

Let's Get Rea[:

 I CI{APTER SUMMARY
' by Learning Outcomes

btfil.S'Jg O e*nl-;t why managers are important to organizations.

Mar.agers are important to organizations for tfuee reasons. First, organizations need their
managerial skills and abilities in uncenain, complex, and cliaotic times. Second, man-
agers are critical to getting things done in organizations. Finally, managers contribute to
employee productivity and loyaliy; the way employees are manag€d can affect the orga-
nizationb financial performance; and managerial ability has been shown to be important
in creating organizational value.

|tf.$il,: @ r*rl who manasers are and where they work.

Managen coordinate and ovelsee the work ofother people so that organizational goals
can be accomplished. Nonmanagerial employees work directly on ajob or task and have
no one reporting to them. In traditionally structured organizations, managers can be first-
line, middle, or top. In other more loosely configured organizations, the managers may
not be as readily identifiable, although someone must fulfill that role.
Managers work in an organization, u/hich is a delibemte a angement ofpeople to ac-
complish some specific purpose. Organizations have three characteristics: a distinctive
purpose, composed ofpeople, and a deliberate structure. Many oftoday's organizations
are skuctured to be more open, flexible, and responsive to changes.

bitrSilE Q Ene,s<;ra*e the tunctions, roles, and skitts of managers.

Broadly speaking, management is what managers do and manag€ment ilrvolves coordi-
nating and overseeing the eficient and effectiye completion ofothers'work activities.
Efficiency means doing things right; etTectiven€ss means doing the dght things.
The four functions ofmanagement include planning (defining goals, establishing
stuategies, and developing plans), organizing (arranging and structuring work), leading
(working with and through people), and controlling (monitoring, comparing, and corect-
ing work performance).
Mir'tzberg's managerial roles include interpersonal, which involve people and other
ceremonial/symbolic duties (figurehead, leader, and liaison); informational, which
involve collecting, receiving, and disseminating information (monitor, disseminator, and
spokesperson); and decisional, which ilvolve making choices (entrepreneur, disturbance
handler, resource allocator, and negotiator). Mintzbergb newest description ofwhat man-
agers do proposes that managing is about influencing action, which managers do in thee
ways: by managing actions directly, by managing people who take action, and by manag-
ing information that impels people to take action.
Katz's managerial skills include technical (ob-specific knowledge and techniques),
human (ability to work well with people), and conceptual (ability to think and exprcss
ideas). Technical skills arc most important fo. lower-level managers while conceptual
skills are most important for top managers- Human skills are equally important for all
managers. Some other maragerial skills also identified include managiitg human capital,
inspiring commitment, managing change, using purposeful networking, and so forth.

LEARNING
OUTCOME Aeser;Oe the factors rhat are reshaping
Q- the and redefining
manager's job.
The changes impacting managers'jobs include global economic and political uncertainties,
changing workplaces, ethical issues, security threats, and changing t€chnology. Managers
must be concemed with customcr service because employee attinrdes and behaviors play a
big lole in customer satisfaction. Managers must also be concerncd with innovation because
it is imponant for organizations to be competiti\e. And finally, managers must be concertred
with sustainability as business goals are dereloped.
 the v;rif ic of stud)/it-tg j't r::rt i:ii,lertrent.
ii sinrportanl to stlldy lranagement fbr thrcc rersons: ( I ) thc universality ofman.rgcntcnr.
;hich refers to thc filct tltat ntaDagclls are nccdcd in all types and sizes of organizariuns,
r: all organizational levels and rvork areas, anci in all global locations; (2) the reality ol
iork-lhat is, you rvill either n)anagc or bc rnirnaged; and (3) thc uvareness ofthe signif-
:.-itnt re\r'alds (snch as- cteatiDg work environntcnts to hclp people work to the best of
iheir ability; suploltiog and encouraging othcr.s; hclping other.s find rneaning and firlfill-
.-r3nt iD votk; elc.) aDci challcnges (such is. it\ hard rvo|k; mal have nrore clcricll than
::ralagcrial duiiesi hara to deal rvith a varietv ofltetsonalities; €tc.) in bei0g a nranager.

divmanagernentrar@, :r:I:i:::lii;r:rlff., Ii:r]:.":::;r:j"m,,;"m,i:jri"p,.,qu".,on.

4F91ff W $, tq$ rlf ssq"{$$*{}ir.{

l- Hol' clo lrlrnager s diller' llom nonntanagerial 7. I)ocr thc rraJ tltrl conrentporirt\ olgi i/.lli,, :: c
enrployces',' structured appcal to you'l Why or why no1'l
a l: vo r c()urse instlllctor a ntanagcl:, Di\cusr in tcrnts 8. ltr tOdlr \ rrrr i.i,ntnClll. \'lriclt i\ ntolc l|llJ\olt. lt lo
,;fnlrnagcr ial tirnctiols. manager.iitl loles. ald skills_ olganizatlons. efficiency orelfectivencss., Firplarll
-'Ihe
nranagc-r.s nrost basic rcsponsibility is to fbcLls your clroicc.
-f-
p'eople torvard perfonrance of\\'ork activities to 9. Researcl'lers at Harvald Business School fbrlld thal the
achi* c desircd outconles." Wltat'.s ]oLrr intcrp.ctation nrost il'rlportant ntanagelial behaviors in\ olve t\\,o l'un
olthis s1?rteDteDt':) Do you agrec $ith it 1 Wh). or damental ',hings: enabling pcople to nrove fonvard in
'.r hv nol l thcir work aDd tleating theDt decently as human beings.
{ Erplain tlre unirersality ofntrnagenlcnl conccpt. Does What do ),ou think ofthese tu,o nlanaqerial beha\ iotsl'
il still hold tnrc in toelav s rvorld'l \\'hv o; 11,111, n61r Whal are thc irnplications for someonc, like l,ourself,
5- Is business manascment a plot'essiotr',) Whv or rvhy \\'lro is stircl) ing management'l
oll) Do solne c\terDal resear-ch in lirsr,,ering this l0. "Nlanagement is unCoubt:dllr onc of huniankind'.s
qucstion. nresl inlpol'tinl iDventions." l)o -vou agree Nith this
r- is thclc ole bcst ''st1,lc'' of rnanl{cnrent l \Vht or statenrentl Whv or u,hv notJ
*hv not l

€ TFt!?.ii:$ []1i S:pdfu],&
l-r-lg tr vnrrr rdsrrmi.lr One srrlr,ev in(licatcd lhill solne
J: :i.rcenl of pcoplc lic about thcil tr ork h ist(r\. .\nolhcr
'i-.e) tbruld thal 9i pcrcent of hi|iDg n]irnagc|s \\ho lbund
,r re trn a job canclidate s rdsume (lid not hirc lhrl pcl son.
Ir'a]t if the person lving on a resurrr6 \\,ls thc k)p execu
rr,:. A su|re1'o1358 senior cxccutivcs anLl dircctors at
3l tblicly tnded con'tpanies hIrneci uI scr en rnslanccs of
claims qfhaving an acirdenric degree they didn't actually
ha\ e. Such urisstaterl]ents (irccidental of deliberate) cost
thc C'EOs ai Raclio Shack. flerbalife. USANA Health
Scicnces. antl N,lCi\1 N4ilree their.fobs. Why do you think
lying about ),our acacleuric credentials is considerecl
wrong? What ethical issues does it bling up? Which is
worse: lving about your academic crederltials or lying
about your \\,o[k history? Why?
SKILLS EXERCISE
Developing Your Po"litlcal Skill
About the Skill
Research h.as shown that people differ in their political
skills.a3 Those who are politically skilled are more effective
in their use ofinfluence tactics. Political skill also appea$ to
be more effective when the stakes are high. Finally,
politically skilled individuals arc able to exert their influenca
without others detecting it, which is impoitant in being effec-
tive so tlat you'rc not labeled political. A person's political
skill is determined by his or her networking ability, interper-
sonal influence, social astuteness, ard apparent sinceriry
Steps in Practicing the Skill
l. Develop your networkw ability. A good network can be
a powerfi. tool. You can begin building a network by
getting to know important people in your work area and
the organization and then dweloping relationships with
individuals who are in positions ofpower. Volunteer for
committees or offer your help on projects that will be
noticed by those in positions ofpower Attend important
oryanizational functions so that you can be seen as a
team player and someone who's interested in the organi-
zation's success. Start a rolodex file ofnarnes of individ-
uals that you meet even if for a brief moment. Then,
'.vhen you need advice on work, use your comecrions
and network with others throughout the organization.
2. Work on gaining interpelsonal influence. People will
listen to you when they're comfortable and feel at ease
WORKING TOGETHER
Team Exercise
By this time in your life, all ofyou have had to work with
individuals in managerial positions (or maybe _vot werc the
manager), either through work experiences or through other
organizational experieqces (social, hobby/interest,
religious, and so forth). What do you think makes some
managers better than othe$? Do certain characteristics
MY TURN TO BE A MANAGER
. Use the most cuffent Occupational Outlook Handbook
(U.S. Department ofLabor, Bureau ofLabor Statistics)
to research three different categories ofmanagers. For
each, prepare a bulleted list that describes the following:
' the nature ofthe worh training and other qualifications
needed; earnings; and job outlook and projections data.
a Get in the habit of reading at least ooe current business
petiodical (Wall Sh'eet Joto'txal, Business Week, Fortnte,
around you. Work on your communication skills so that
you can communicate easily and effectively with
oth€rs. Work on d€veloping good rapport with people in
all areas and at all levels ofyour organization. Be open,
friendly, and willing to pitch in. The amount ofinterper-
sonal influence you have will be affected by how well
people like you.
3- Develop votu' social astuteness. Some people have an in-
nate ability to understand people and sense what they're
thinking. Ifyou don't have that ability, you'll have to
work at developing your social astuteness by doing
things such as saying the dght things at the right time,
paying close attention to people's facial expressions, and
trying to detennine whether othen have hidden agendas.
4. Be sincere. Sincerity is important to getting people to
want to associate with you. Be genuine in u'hat you say
and do. And show a gelluine interest in others and their
situations.
Practicing the Skill
S€lect each ofthe components ofpolitical skill and spend
one week working on it. Write a bdef set ofnotes describing
your experiences-good and bad. Were you able to begin
developing a network of people throughout the organization
or did you work at developing your social astuteness, maybe
by starting to recognize and interpret people's facial expres-
sions and the meaning behind those expressions? What
could you have done differently to be more politically
skilled? Once you begin to recognize whath involved with
political skills, you should find yourselfbecoming more
connected and politically adept.
distinguish good managers? Form small groups with
3 4 other class members. Discuss your experiences with
. managers-good and bad. Draw up a list ofthe characteris-
tics ofthose individuals you felt were good managers. For
each it€m, indicate which management function and which
management skill you think it falls under As a group, be
prepared to share your list with the class and to explain
your choice ofmanagement function and skill.
fi
Fast Co lpany, Fol-bei, etc.). Keep a file with intercst-
ing infonnation you find about managers or managing.
Using current business periodicals, find five examples
ofmanagers you would describe as Masler Managers.
Write a paper describing these individuals as lnanageru
and why you feel they deserve this title.
Steve's and Mary's suggested readings: HeNy
Mintzbetg, Mo agi g (Berrett-Koehler Publishe$,
.2009); Matthew Stewarl, The Management Myth
r1\'. W: Norton & Company, 2009); Paul Osterman,
The lruth About Middle Managers : Wo They Are,
Hw,They Work and Why They Matter Qlarvud,Bus|rlLess
hrss, 2008); Stephen P. Robbin1 The Truth About
llonging People, 2e (Financial TimesPrentice Hall,
i007); Gary Hamel, 7l e Future of Management Uaryatd
Bu;iness School, 2007); Rod Wagner and James K. Harter,
I2 Elements ofcreqt Managing (caltup Prcss,2006)t
\{arcus Buckingham, First BrcakAll the Rules: Wat the
Toddb Greatest Managers Do Diferently (Slunor. &
idustet 1999); ancl PeterF.Drucker, The Executive in
lctbr (Harper Business, 1985 and 1964).
laten'iew two different managers and ask them at least
$re€ ofthe questions that werc listed in the Leti Get
F.eol: Meet the Managers and, Letb Get Real: F2F
res in the chapter. TlTre up the questions arld their
rs:1\'ers to turn in to I'our professor
-\countants and other professionals have certification
Fograms to verify their skills, knowledge, and profes-
gooalism. What about managers? T.wo certification
]r€_ryams for managers include the Certified Manager
cAsE APPLTCAilON I
More Thon o Good
Story
(rstihrte of Certified Professional Managm) md 6e
.. Certified Business Manager (Association of Prrcfessiooal
ir Business Management). Research cacb ofdeie
programs. Prepare a bulleted list of $tat each i!\!hEs
e If you're involved in student organizations. rnhmtetr for
leadership roles or for projects rvhere you en pnctice
planniirg, organizing, leading, and controlling diferent
projects and activities. You can also gain \"luable mana-
genal experience by taking a leadership role in class
projects.
team :
. In your ovr'n words, write dowrl thrce things you leamed
in this c,hai]ter about being a good manager
o Self-knowledge can be a powertul learning tool. Go
to www.pearsonglobaleditions.com,/mymanagementlab
and complete any ofthese self-assessment exercises:
How Motivated Aia I to Manage? How Well Do I Han-
dle Ambiguiln How Confident Am I in My Abilities to
Succeed? or What's My Attihrde Toward Achievement?
Using the results ofyour assessments, identiry personal
strengths and wealoesses. Wlat will you do to reinforce
your shengths and improve yotrr weaknesses?
OF IVANAGEMENT
cHAPTER r I FOUNDATTONS OF MANAGETVENT AAID ORGANTZA ONS l?