Chapter 1

Management

Management, by Williams
South-Western College Publishing
Copyright © 2003
 2

What Would You Do?

 Charlie Kim creates a company filled with

family and friends
 Discontent and disorganization develop
 What mistakes do managers tend to make?
 What does it take to be a manager?

Management, by Williams
South-Western College Publishing
Copyright © 2003
 3

Learning Objectives
What is Management?

After discussing this section,

you should be able to:
1. describe what management is.
2. explain the four functions of
management.

Management, by Williams
South-Western College Publishing
Copyright © 2003
 4

Management is...

 Getting work done through others

 Managers are concerned with:
 efficiency
getting work done with a minimum of effort,
expense or waste
 effectiveness
accomplishing tasks that help fulfill
organizational objectives

Management, by Williams
South-Western College Publishing
Copyright © 2003
 5

What Really Works

General Mental Ability and Job Performance

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||76% probability of success

Management, by Williams
South-Western College Publishing
Copyright © 2003
 6

Management Functions

“Old” “New”
 Planning  Making Things
 Organizing Happen
 Meeting the
 Leading
Competition
 Controlling  Organizing People,
Projects, and
Processes
 Leading Management, by Williams
South-Western College Publishing
Adapted from Exhibit 1.1 Copyright © 2003
 7

Making Things Happen

 Determining what you want to accomplish

 Planning how to achieve those goals
 Gathering and managing the information
needed to make good decisions
 Controlling performance
Management, by Williams
South-Western College Publishing
Copyright © 2003
 8

Meeting the Competition

 Consider the threat from international

competitors
 Have a well-thought-out competitive strategy
 Be able to embrace change and foster new
product and service ideas
 Structure their organizations to quickly adapt
to changing customers and competitors

Management, by Williams
South-Western College Publishing
Copyright © 2003
Organizing People, Projects, and 9

Processes

 Consideration of people issues

 Consideration of work processes

Management, by Williams
South-Western College Publishing
Copyright © 2003
 10

Leading

 Motivation
 Inspiration
 Communication
 Perspiration

Management, by Williams
South-Western College Publishing
Copyright © 2003
 11

Learning Objectives
What Do Managers Do?

After discussing this section,

you should be able to:
3. describe different kinds of managers.
4. explain the major roles and subroles
that managers perform in their jobs.

Management, by Williams
South-Western College Publishing
Copyright © 2003
 12

Kinds of Managers

 Top Managers
 Middle Managers
 First-Line Managers
 Team Leaders

Management, by Williams
South-Western College Publishing
Copyright © 2003
 13

Top Managers

Responsible for:
 Creating a context for change
 Developing attitudes of commitment and
ownership in employees
 Creating a positive organizational culture
through language and action
 Monitoring their business environments
Management, by Williams
South-Western College Publishing
Copyright © 2003
 14

Middle Managers
Responsible for:
 Planning and allocating resources to meet
objectives
 Coordinating and linking groups,
departments, and divisions
 Monitoring and managing the performance
of the subunits and individual managers
who report to them
 Implementing the changes or strategies
generated by top managers Management, by Williams
South-Western College Publishing
Copyright © 2003
 15

First-Line Managers

Responsible for:
 Managing the performance of entry-level
employees
 Teaching entry-level employees how to
do their jobs
 Making detailed schedules and operating
plans based on middle management’s
intermediate range plans
Management, by Williams
South-Western College Publishing
Copyright © 2003
 16

Team Leaders

Responsible for:
 Facilitating team performance
 Managing external relationships
 Internal team relationships

Management, by Williams
South-Western College Publishing
Copyright © 2003
 17

Managerial Roles
Interpersonal
figurehead
leader
liaison

Decisional
Informational entrepreneur
monitor disturbance handler
disseminator resource allocator
spokesperson negotiator
Management, by Williams
H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)
South-Western College Publishing
Adapted from Exhibit 1.3 Copyright © 2003
 18

Learning Objectives
What Does It Take to Be a
Manager?
After discussing this section you should be able to:
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.
Management, by Williams
South-Western College Publishing
Copyright © 2003
What Companies Look For in
19

Managers
 Technical skills
 specialized knowledge
 Human Skills
 ability to work with others
 Conceptual Skill
 ability to see the organization as whole
 Motivation to Manage
 a desire to be in charge
Management, by Williams
South-Western College Publishing
Copyright © 2003
 20

Human Skills

Technical
Skills

Motivation to
Manage

Conceptual
Skills
Low Importance High Importance
Adapted from Top Managers First-line Managers
Management, by Williams
Exhibit 1.4
Middle Managers Team Leaders South-Western College Publishing
Copyright © 2003
 21

Mistakes Managers Make

 Insensitive to others
 Cold, aloof, and/or arrogant
 Betraying a trust
 Overly ambitious
 Specific performance problems with
the business

Adapted from Exhibit 1.5 Management, by Williams

South-Western College Publishing
Copyright © 2003
 22

Mistakes Managers Make (cont’d)

 Overmanaging: unable to delegate or

build a team
 Unable to staff effectively
 Unable to think strategically
 Unable to adapt to boss with different
style
 Overdependent on advocate or mentor
Adapted from Exhibit 1.5 Management, by Williams
South-Western College Publishing
Copyright © 2003
 23

First-Year Management Transition

Ma na g e rs’ After Six After a Year
Initia l Months as a Manager
Exp e c ta tio ns as a Manager
 Be the boss  Initial  No longer “doers”
 Formal expectations  Communication,
authority were wrong listening, & positive
 Manage tasks  Fast pace reinforcement
 Job is not  Heavy  Job is to be
managing workload problem-solver
people  Job is people and trouble-
development shooter for
subordinates.
Management, by Williams
Adapted from Exhibit 1.6 South-Western College Publishing
Copyright © 2003
 24

Been There, Done That

 Travis Reynolds, 24, is a new first-level

manager
 First month was high stress
 empowered, but wasn’t empowering others
 overly tough on employees
 tried too hard to prove himself
 Learned from his mistakes
 now loves his job
Management, by Williams
South-Western College Publishing
Copyright © 2003
 25

The Transition to Management

Initial Assumptions Reality

 Exercise formal  Cannot be “bossy”
authority  Manage people not
 Managing tasks not tasks
people  Coach employee
 Help employees do performance
their jobs  Fast pace, heavy
 Hire and fire workload

Management, by Williams
South-Western College Publishing
Copyright © 2003
 26

Learning Objectives
Why Management Matters.
After discussing this section, you should be
able to:
explain how and why companies can
create competitive advantage through
people.

Management, by Williams
South-Western College Publishing
Copyright © 2003
 27

Competitive Advantage Through

People: Management Practices
 Employment Security  Training and Skill
 Selective Hiring Development
 Self-Managed Teams  Reduction of Status
& Decentralization Differences
 High Wages  Sharing Information
Contingent on
Organizational
Performance

Management, by Williams
Adapted from Exhibit 1.7 South-Western College Publishing
Copyright © 2003
 28

What Really Happened

 Richard Pregiato hired as CEO

 Each manager created goals & plans
 Middle managers added
 No more “work outs” during work

Management, by Williams
South-Western College Publishing
Copyright © 2003