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 Definition of Management

• The attainment of organizational goals in

an effective and efficient manner through:
• Planning
• Organizing
• Leading
• Controlling organizational resources

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 Today’s Organization
and Their Challenges

• Technology
• New business models
• Strive to remain competitive in the global arena
• Deal with uncertain environments
• Cutbacks
• Massive worldwide economic, political, and
social shifts

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 Revolution in Management,
the New Leader

• Ask to do more with less

• To engage whole employees
• To see change rather than stability as the
nature of things
• Create vision and cultural values promoting a
collaborative workplace

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 Two Key Ideas in Defining Management

 The four functions

• Planning
• Organizing
• Leading CISCO

• Controlling
 Attainment of organizational goals in an
effective & efficient manner

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 Terms for Understanding
Organizational Performance

• Organization…social entity that is goal directed and

deliberately structured
• Goal directed…designed to achieve some outcome
• Deliberately structured…tasks are divided and
responsibility for their performance is assigned
• Effectiveness…degree to which goals are achieved
• Efficiency…use of minimal resources to produce the
desired volume of output

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 Management Functions

Planning

Select goals and

ways to attain them
Resources Performance
•Human •Attain goals
Controlling Organizing •Products
•Financial
Monitor activities and •Services
•Raw Materials Assign responsibility for
make corrections
task accomplishment •Efficiency
•Technological
•Information •Effectiveness

Leading
Use influence to motivate
employees

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 Management Skills

Management Level
Top Managers
Conceptual Skills Human Skills Technical Skills
Middle Managers
First-Line Managers
Non-managers (Personnel)

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 Management Levels

SOURCE: Adapted from Thomas V. Bonoma and Joseph C. Lawler, “Chutes and Ladders: Growing the General Manager,” Sloan Management Review (Spring 1989), 27-37.

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 Horizontal Differences

• Functional managers, responsible for departments

that perform a single functional task
• General managers, responsible for several
departments that perform different functions

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 Functional Departments

• Advertising
• Sales
• Finance
• Human resources
• Manufacturing
• Accounting

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 A Look at Managerial Activity

• Provides for variety

• Is fragmented
• Represented by brevity
• Performs a great deal of work quickly

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 Ten Manager Roles
Three Conceptual Categories

Informational
Informational Interpersonal
Interpersonal Decisional
Decisional

•Monitor •Figurehead •Entrepreneur

•Disseminator •Leader •Disturbance handler
•Spokesperson •Liaison •Resource allocator
•Negotiator

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 Hierarchial Levels

Leader role
High Liaison role

Importance

Med

Low

Supervisory Middle Top

Managers Managers Managers
SOURCE: Based on information from A.I. Kraut, P.R. Pedigo, D.D. McKenna, and M.D. Dunnette, “The Role of the
Manager: What’s Really Important in Different Management Jobs,” Academy of Management Executive 3 (1989), 286-293.

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 Characteristics of the New Workplace

Centered around information and ideas

Work is free-flowing and flexible
Work is often virtual

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 Today’s Managers

• Embrace ambiguity
• Create organizations that are:
– Fast
– Flexible
– Adaptable
– Relationship-oriented
• Focus on:
– Leadership
– Staying connected to employees and customers
– Team building
– Developing a learning organization
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