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MANAGEMENT

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Ricky W. Griffin

TWELFTH EDITION

Part One: Introducing Management

Chapter One: Managing and the Manager’s Job

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Learning Outcomes

Describe the nature of management, define management and managers, and characterize their importance to contemporary organizations.

Identify and briefly explain the four basic management functions in organizations.

Describe the kinds of managers found at different levels and in different areas of the organization.

Identify the basic managerial roles that managers play and the skills they need to be successful.

Discuss the science and the art of management, describe how people become managers, and summarize the scope of management in organizations.

Characterize the new workplace that is emerging in organizations today.

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An Introduction to Management

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Organization

A group of people working together in a structured and coordinated fashion to achieve a set of goals.

Many definitions of management exist. This textbook uses a resource-based definition.

An Introduction to Management

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Organization

Human Resources

Financial Resources

Information Resources

Physical Resources

Table 1.1

Examples of Resources Used by Organizations

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Figure 1.1

Management in Organizations

Management is a set of activities – planning and decision making, organizing, leading, and controlling – directed at an organization’s human, financial, physical, and information resources with the aim of achieving organizational goals in an efficient and effective manner.

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An Introduction to Management

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Efficient

Effective

Manager

Using resources wisely and in a cost effective way.

Making the right decisions and successfully implementing them.

Someone whose primary responsibility is to carry out the management process.

Figure 1.2

The Management Process

Management involves four basic activities – planning and decision making, organizing, leading, and controlling.

Most managers engage in more than one activity at a time and often move back and forth between the activities in unpredictable ways.

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The Management Process

Planning

means setting an organization’s goals and deciding how best to achieve them.

Decision making

involves selecting a course of action from a set of alternatives.

Organizing

involves determining how activities and resources are to be grouped.

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The Management Process

Leading

is the set of processes used to get members of the organization to work together to further the interests of the organization.

Controlling

is monitoring organizational progress toward goal attainment.

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Figure 1.3

Kinds of Managers by Level and Area

Levels of management is the differentiation of managers into three basic categories – top, middle, and first-line.

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Kinds of Managers

Top managers

are the small group of executives who manage the overall organization. They create the organization’s goals, overall strategy, and operating policies.

Middle Managers

are primarily responsible for implementing the policies and plans of top managers. They also supervise and coordinate the activities of lower level managers.

First-Line Managers

supervise and coordinate the activities of operating employees.

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Areas of management may include marketing, financial operations, human resource, administrative, and other areas.

Managing in Different Areas of the Organization

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Marketing

Financial

Operations

Human resources

Administrative

Other areas

Kinds of Managers

Marketing mangers

sell the product and work in new-product development, promotion, and distribution.

Financial managers

undertake accounting, cash management, and investments.

Operations mangers

control production, inventory, quality and plant layout.

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Kinds of Managers

Human resource managers

hire and develop employees.

Administrative managers

are generalists and familiar with all areas of management.

Other kinds of managers

include public relations and research and development.

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Managerial Roles

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Interpersonal Roles

Figurehead

Leader

Informational Roles

Monitor

Spokesperson

Decisional Roles

Entrepreneur

Negotiator

Liaison

Disseminator

Disturbance handler

Resource allocator

Relates primarily to making decisions.

Involves the processing of information.

Involves dealing with other people.

Table 1.2

Basic Managerial Skills

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Managerial Skills

Technical skills

are necessary to accomplish to understand the specific kind of work being done in an organization.

Interpersonal skills

are the ability to communicate with, understand, and motivate both individuals and groups.

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Managerial Skills

Conceptual skills

the manager’s ability to think in the abstract.

Diagnostic skills

the manager’s ability to visualize the most appropriate response to a situation.

Communication skills

the manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others.

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Managerial Skills

Decision-making skills

the manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities.

Time-management skills

the manager’s ability to prioritize work, to work efficiently, and to delegate appropriately.

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The Nature of Managerial Work

The Science of Management

Assumes that problems can be approached using rational, logical, objective, and systematic ways.

Requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems.

The Art of Management

Making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights.

Using conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities.

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Figure 1.4

Sources of Management Skills

Most managers acquire their skills as a result of education and experience. Though a few CEOs today do not hold college degrees, most students preparing for management careers earn college degrees and may go on to enroll in MBA programs.

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The Nature of Managerial Work

Profit Seeking

Large businesses – Industrial firms, commercial banks, insurance firms, retailers, transportation firms, utilities, communication firms, service organizations.

Small businesses and start-up businesses.

International management.

Not-For-Profit

Governmental organizations – local, state, and federal.

Educational organizations – public and private schools, colleges, and universities.

Healthcare facilities – public hospitals and HMOs.

Nontraditional settings – community, social, spiritual groups.

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The New Workplace

Diversity is increasing in the workforce

Diversity has numerous dimensions, but most common are age, gender, ethnicity, and physical abilities and disabilities.

Work ethics are changing

The highly motivated “yuppies” of the ‘80’s.

Generation X, Y, and Millennials desire flexibility and individuality.

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The New Workplace

Managers must create an attractive environment for today’s worker.

Must provide incentives to motivate a diverse workforce.

Be prepared to cope with continual change.

New technology remains a challenge.

Managers now have a complex array of organizing possibilities.

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Summary

Chapter one discussed management, and the manager’s job, including

the management process,

the various kinds (and levels) of managers, and

the basic managerial roles and skills.

Next, the text examined the scope of management in profit-seeking and not-for-profit organizations.

The chapter concluded addressing the various challenges facing managers today.

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