Chapter1: Management

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 What Is Management?
1. describe what management is

2. explain the four functions of

management

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 Management Is…
• Getting work done through others

– Efficiency – getting work done with a minimum of

effort, waste, or expense
– Effectiveness – accomplishing tasks that help fulfill
organizational objectives

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 The Four Functions of
Management

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reserved.

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 Management Functions
• Planning
– determining organizational goals and a means for
achieving them

• Organizing
– deciding where decisions will be made, who will do
what jobs and tasks, and who will work for whom in
the company

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 Management Functions
• Leading
– inspiring and motivating workers to work hard to
achieve organizational goals

• Controlling
– monitoring progress toward goal achievement and
taking corrective action when progress isn’t being
made

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 What Do Managers Do?

3. describe different kinds of managers

4. explain the major roles and subroles

that managers perform in their jobs

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 Top Managers
• CEO, COO, CFO, CIO
• Responsible for overall direction of the
organization
• Responsible for creating a context for change
• Develop employees’ commitment to and
ownership of company performance
• Create a positive organizational culture through
language and action
• Responsible for monitoring the business
environment

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 Middle Managers
• Plant manager, regional manager, divisional manager
• Set objectives consistent with top management’s goals
• Implement subunit strategies for achieving objectives
• Plan and allocate resources to meet objectives
• Coordinate and link groups, departments, and divisions
• Monitor and manage subunits and individual managers

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 First-Line Managers
• Office manager, shift supervisor, department
manager
• Train and supervise the performance of
nonmanagerial employees
• Teach entry-level employees how to do their
jobs
• Encourage, monitor, and reward employees’
performance
• Make detailed schedules and operating plans

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 Team Leaders
• Facilitate team activities toward accomplishing
a goal

• Help team members plan and schedule work,

learn to solve problems, and work effectively
with each other

• Manage internal and external relationships

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 Mintzberg’s
Managerial Roles

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reserved.
 Interpersonal Roles
• Figurehead
– managers perform ceremonial duties
• Leader
– managers motivate and encourage workers to
accomplish organizational objectives
• Liaison
– managers deal with people outside their units

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 Informational Roles
• Monitor
– managers scan their environment for information
and receive unsolicited information
• Disseminator
– managers share information with subordinates and
others in the company
• Spokesperson
– managers share information with people outside of
the company

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 Decisional Roles
• Entrepreneur
– managers adapt themselves, their subordinates, and their
units to change
• Disturbance handler
– managers respond to problems so severe that they demand
immediate action
• Resource allocator
– managers decide who will get what resources and in what
amounts
• Negotiator
– managers negotiate schedules, projects, goals, outcomes,
resources, and employee raises

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 What Does It Take to Be a Manager?

5. explain what companies look for in managers

6. discuss the top mistakes that managers make

in their jobs

7. describe the transition that employees go

through when they are promoted to
management
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 What Companies Look For
• Technical skills
– specialized procedures, techniques, and knowledge required to
get the job done
• Human skills
– ability to work well with others
• Conceptual skills
– ability to see the organization as a whole, to recognize how the
company fits into its external environment
• Motivation to manage
– an assessment of how motivated employees are to interact with
superiors, participate in competitive situations, behave
assertively with others, tell others what to do, reward good
behavior, punish poor behavior, perform actions that are highly
visible to others, and handle and organize administrative tasks

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 Management Skills

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 Why Management Matters

8. explain how and why companies can

create competitive advantage through
people

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 Competitive Advantage through
People
• What separates top-performing companies from
competitors is how they treat their workforces.

• Companies that invest in their people create

long-lasting competitive advantages that are
difficult for other companies to duplicate.

• Managers influence customer satisfaction

through employee satisfaction.

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 Competitive Advantage through People:
Management Practices

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reserved.
 Scenario (Hypothetical):
Sakshi’s Responsibility
• Sakshi is responsible for ensuring that the
human resources department is aware of new
financial initiatives, and that the finance
department is aware of new human resources
goals.
• Which managerial does role Sakshi play here?
– Ans (liaison)

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