Chapter 1

Managing

Management Fundamentals
Concepts

Applications

Third Edition

Copyright 2006 Thomson Business and Economics.

All rights reserved.

Skill Development
Robert N. Lussier
PowerPoint Presentation by Charlie Cook
The University of West Alabama

Learning Outcomes
After studying this chapter, you should be able to:
1. Describe a managers responsibility.

2. List and explain the three management skills.

3. List and explain the four management functions.
4. Identify the three management role categories.

5. List the hierarchy of management levels.

6. Describe the three different types of managers.
7. Describe the differences among management levels in terms of
skills needed and functions performed.

Copyright 2006 Thomson Business and Economics. All rights reserved.

12

Learning Outcomes (contd)

8. Define the following key terms:
manager
managers resources
performance
management skills
technical skills
human and communication
skills
conceptual and decisionmaking skills
management functions

planning
organizing
leading
controlling
management role categories
levels of management
types of managers
knowledge management

Copyright 2006 Thomson Business and Economics. All rights reserved.

13

Why Study Management?

The better you can work with people, the more

successful you will be in both your personal and your
professional lives.

_________________________________________________
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Copyright 2006 Thomson Business and Economics. All rights reserved.

14

Why Study Management? (contd)

The study of management builds the skills needed in

todays workplace to succeed in:
____________________________________________
____________________________________________
____________________________________________
____________________________________________

The study of management also applies directly to your

personal life in helping you to:
____________________________________________
____________________________________________
____________________________________________

Copyright 2006 Thomson Business and Economics. All rights reserved.

15

What Is a Managers Responsibility?

Manager
_________________________________________
_________________________________________
_________________________________________

The Managers Resources

_________________________________________

Performance
_________________________________________
_________________________________________

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16

What Does It Take to Be a Successful Manager?

Management Qualities

Management Skills

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The Ghiselli Study

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Exhibit 12
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17

What Do Managers Do?

Management Functions

Planning

Organizing

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Leading

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_______________________________________
_______________________________________

Controlling

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_______________________________________

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18

Management Roles

Role

_________________________________________________
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Management Role Categories (Mintzberg)

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19

Differences Among Managers

The Three Levels of Management
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_________________________________________
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_________________________________________

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110

Types of Managers

General Managers

Functional Managers

_________________________________________________
_________________________________________________
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Project Managers

_________________________________________________
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_________________________________________________

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111

New Workplace Issues and Challenges

Technology and Speed
Networking and
Boundaryless
Relationships

Globalization
and Diversity

Knowledge,
Learning,
Quality, and
Continuous
Improvement

Ethics and
Social
Responsibility

Participative
Management,
Empowerment,
and Teams

Knowledge
Management
Change, Creativity, Innovation,
and Entrepreneurship

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112

New Workplace Issues and Challenges

Technology and Speed

E-business:
_________________________________________________
_________________________________________________
E-commerce:
_________________________________________________
_________________________________________________

Globalization and Diversity

_________________________________________________
_________________________________________________
_________________________________________________

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113

New Workplace Issues and Challenges (contd)

Knowledge, Learning, Quality, and Continuous

Improvement

Information is
_________________________________________________
_________________________________________________
_________________________________________________

Knowledge Management

Involves
_________________________________________________
_________________________________________________
_________________________________________________

Copyright 2006 Thomson Business and Economics. All rights reserved.

114

New Workplace Issues and Challenges (contd)

Change, Creativity, Innovation, and Entrepreneurship

Knowledge management requires

_________________________________________________
_________________________________________________
The speed of change in modern business
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Creativity is
_________________________________________________
_________________________________________________
Entrepreneurship is
_________________________________________________
_________________________________________________

Copyright 2006 Thomson Business and Economics. All rights reserved.

115

New Workplace Issues and Challenges (contd)

Participative Management, Empowerment, and Teams

Empowering employees to
_________________________________________________
_________________________________________________
Learning organizations manage knowledge well by
_________________________________________________

Ethics and Social Responsibility

_________________________________________________
_________________________________________________
_________________________________________________

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116

New Workplace Issues and Challenges (contd)

Networking and Boundaryless Relationships

Electronic networks
Relationship networks
Virtual integration
________________________________________________
________________________________________________
________________________________________________
________________________________________________
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________________________________________________

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117

Appendix

A Brief History of Management

Management Fundamentals
Concepts

Applications

Third Edition

Copyright 2006 Thomson Business and Economics.

All rights reserved.

Skill Development
Robert N. Lussier
PowerPoint Presentation by Charlie Cook
The University of West Alabama

Learning Outcomes
After studying this appendix, you should be able to:
1. State the major similarities and differences between the classical
and behavioral theorists.
2. Describe how systems theorists and contingency theorists differ
from classical and behavioral theorists.
3. Define the following key terms:
classical theorists
systems theorists
behavioral theorists
sociotechnical theorists
management science theorists contingency theorists

Copyright 2006 Thomson Business and Economics. All rights reserved.

119

Classical Theory

Classical Theorists

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Scientific Management

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120

Classical Theory (contd)

Administrative Theory

Henri Fayol
_____________________________________________
_____________________________________________
Max Weber
_____________________________________________
Chester Barnard
_____________________________________________
Mary Parker Follett
_____________________________________________

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121

Behavioral Theory

Behavioral Theorists

______________________________________________________

Human Relations Movement (later, the Behavioral Science

Approach)

Elton Mayo

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Abraham Maslow

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Douglas McGregor

_________________________________
__
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__
_________________________________
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122

Management Science

Management Science Theorists

Focus on
_________________________________________________
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Mathematical models are used
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123

Integrative Theories

Systems Theory

Sociotechnical Theory

Focuses on
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Focuses on
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Contingency Theory

Focuses on
_________________________________________________

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