Chapter 1

Managing in Turbulent Time

Are You ready to be a manager?
1. Spend 50 percent or more of your time in the care
and feeding of people.
2. Make sure people understand that you are in
control of the department.
3. Use lunches to meet and network with peers in
other departments
4. Implement the changes you believe will improve
department performance.
 Are You ready to be a manager?

5. Spend as much time as possible talking with and listening to

subordinates.

6. Make sure jobs get out on times

7. Reach out to your boss to discuss his expectations for you

and your department.

8. Make sure you set clear expectations and policies for your
department.
• Managers get things done by coordinating
and motivating other people
• Management often is a different experience
from what people expect
• Innovative management is critical in today’s
turbulent world
• Innovative managers search for better ways
to serve customers and expand the business
What Do Manager Do
• What is Management?
 The attainment of organizational goals in an
effective and efficient manner through:
Planning
Organizing
Leading
Controlling
organizational resources (Richard L
Daft)
• Two Key Ideas in Defining Management
 The four functions
• Planning
• Organizing
• Leading
• Controlling
 Attainment of organizational goals in an
effective & efficient manner
Management Functions
• Manager perform a wide variety of activities that
fall within four primary management functions
• Planning is the management function concerned
with defining goals for future performance and
how to attain them.
• Organizing involves assigning tasks, grouping
tasks into departments, delegating authority and
allocating resources.
• Leading is the use of influence to motivate
employees to achieve the organizing’s goals.
• Controlling is concerned with monitoring
employees’ activities and taking corrective
action when needed.
 Organizational Performance
• Organizations bring together knowledge,
people, and raw materials to perform tasks
• Organization is a social entity that is goal
directed and deliberately structured.
• Social entity means being made up of two or
more people.
• Goal directed mean designed to achieve some
outcome, such as make a profit.
• Effectiveness is the degree to which the
organizations achieves a stated goal.
• Efficiency is the use of minimal resources to
produce desired output.
• Performance is defined as the organization’s
ability to attain its goals by using resources in
efficient and effective manner.
 Management Skills
• Managers have complex jobs that require a range of
abilities and skills.
• Three basic types of 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
• The two major reasons that managers fail are
poor communication and poor interpersonal
skills.
• A manager’s weaknesses become more
apparent during stressful times of uncertainty,
change, or crisis.
Management Skills
 Types of Managers
 Managers can be classified
-either by their level in the organization and/or
-the range of organizational activities for which they are responsible
 Based on the level in the organization
- first line managers
-middle managers
-top managers
-project manager

 Based on the activities

- functional managers
- general managers
Vertical Differences
• A top manager is one who is at the apex of the
organizational hierarchy and is responsible for the
entire organization.
• Middle manager work at the middle level of the
organization and are responsible for major divisions
or departments.
• First-line manager are at the first or second level of
the hierarchy and are directly responsible for
overseeing groups of production employees.
• A project manager is responsible for a temporary
work project that involves people from various
functions and level of the organization.
Horizontal Difference
• A functional manager is responsible for a
department that performs a single functional
task, such as finance or marketing.
• General managers are responsible for several
department that perform different functions,
such as the manager of a Ford automobile
factory.
Management Levels in Organization
 The Manager’s Job
• 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
 Making the Leap:
Individual Performer to Manager
 Manager Roles
• A role is a set of expectations for one’s behavior.
• Managers at every level perform ten roles, which
are grouped into informational roles, interpersonal
roles and decisional roles.
Ten Manager Roles
 Managing Small Business and
Non-profit Organization
• Small businesses are growing in importance
• Many small businesses are threatened by
inadequate management skills
• Small business managers wear a variety of hats
• The functions of management apply to nonprofit
organization
• Nonprofit organizations focus on social impact but
they struggle with effectiveness
State-of-the-Art Management Competencies
 Rapid environmental shifts have caused a
fundamental transformation in what is required of
effective managers.
 Traditional management competencies could include
a command-and-control leadership style, a focus on
individual tasks, and standardizing procedures to
maintain stability.
 New management competencies include the ability to
be an enabler rather than a controller, using an
empowering leadership style, encouraging
collaboration, leading teams, and mobilizing for
change and innovation
State-of-the-Art Management Competencies for
Todays World
Thank You