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Management and Managers

Chapter 1

Part 1 Meeting the Challenges of the 21st Century

PowerPoint Presentation by Charlie Cook The University of West Alabama

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Define what management is.

Identify and explain the basic managerial functions.

Understand the roles that managers play.

Discuss the scope of responsibilities of functional and general managers.

Describe the three levels of managers in terms of the skills they need and the activities in which they are involved.

Identify major changes in the 21st. century and explain how they will affect management of organizations.

LEARNING OBJECTIVES

When you have finished studying this chapter, you should be able to:

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LEARNING OBJECTIVES (cont’d)

Explain the interactions between all of the major functions that managers perform; the interactions between planning, organizing, leading, and controlling.

Explain why it is important to study management.

When you have finished studying this chapter, you should be able to:

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What is Management?

The Classic Definition

The art of getting things done through people. –Mary Parker Follett

A Broader Definition

The process of administering and coordinating resources effectively, efficiently, and in an effort to achieve the goals of the organization.

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Effectiveness versus Efficiency

Effectiveness

Achieved when the organization pursues appropriate goals.

This means “doing the right things.”

Efficiency

Achieved by using the fewest inputs (e.g., people and money) to generate a given output.

This means “doing things right.”

The end result of effective and efficient management is organizational success.

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Management Theory

It is critical for managers to be able to lead people through the fast pace of change.

Leadership is about coping with both complexity and change.

As change becomes more dynamic and rapid, managers at all levels must hone their leadership skills.

Therefore, leaders are managers and managers are leaders.

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The Organization

An Organization

A group of individuals who work together toward common goals.

What do all organizations have in common?

They are composed of people whose efforts must be coordinated if the organization is to accomplish its goals.

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Figure 1.1 The Management Process

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Planning And Organizing

Planning

Setting goals and defining the actions necessary to achieve those goals.

Organizing

The process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated.

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Leading

Leadership

The capacity to direct and motivate the members of work groups toward the accomplishment of organizational goals.

Leadership Skills:

Understanding individual/group behavior dynamics

Having the ability to motivate employees

Being an effective communicator

Being able to envision future and share that vision

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Controlling

Monitoring the performance of the organization and its progress in implementing strategic and operational plans.

Identifying deviations between planned and actual results.

Taking corrective action

Ensuring that the organization is moving toward the achievement of its goals.

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Managers

Managers are the people who plan, organize, lead, and control the activities of the organization so that its goals can be achieved.

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Figure 1.2 Mintzberg’s Managerial Roles

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Mintzberg’s Managerial Roles

Interpersonal Roles

The manager’s responsibility for managing relationships with organizational members and other constituents:

Figurehead

Leader

Liaison

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Mintzberg’s Managerial Roles (cont’d)

Informational Roles

The manager’s responsibility for gathering and disseminating information to the stakeholders of the organization:

Monitor

Disseminator

Spokesperson

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Mintzberg’s Managerial Roles (cont’d)

Decisional Roles

The manager’s responsibility for processing information and reaching conclusions:

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

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Chief Executive General Parts Inc.

Plant Manager

Service Manager

Account Manager

Payroll Manager

A functional manager is responsible for a work group segmented by function.

VP of Production

VP of Finance

Scope of Responsibility: Functional and General Managers

A general manager is responsible for several functional work groups.

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Types of Managers

Functional Manager

A manager who is responsible for managing a work unit that is grouped based on the function served.

General Manager

A manager who is responsible for managing several different departments that are responsible for different tasks.

First-line manager

The manager who supervises the operational employees.

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Figure 1.3 Managerial Levels

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Figure 1.4 Skills Needed at Different Levels of Management

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Management Skills

Technical Skills

The ability to utilize the knowledge of tools, techniques, and procedures that are specific to a particular field.

Human Skills

The ability to work effectively with one’s own work group as well as others within the organization.

Conceptual Skills

The ability to process information about the internal/external environment of the organization and determine its implications.

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The New Manager/Leader Profile

Managers who:

Are no longer “the boss,” rather they act as sponsors, team leaders, or internal consultants.

No longer control from the top of the pyramid; nor try to control the action from the sidelines.

Empower individual employees to do what is necessary to achieve goals.

Make sure that employees have the resources to get the job done.

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Managing in the 21st Century

What’s different?

The rate of change continues to increase

What’s the same?

The same basic business, economic, and managerial principles still apply

Important change factors:

The Internet and information technology

Increasing globalization

Increasing diversity

Intellectual capital

Increased emphasis on ethics.

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The Internet And Information Technology

Electronic commerce is working.

E-businesses are using basic managerial and business principles and are profitable.

Traditional, brick-and-mortar businesses use of the Internet as a complement their existing businesses.

Benefits of Information Technology

Instant feedback from the market

More sharing of information internally

Tighter links to suppliers

Increased globalization and global expansion

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Increasing Globalization of the Marketplace

Globalization

Various companies moving to multiple countries and doing business in multiple countries.

The international business environment

Involves most organizations—even the smallest business can reach a global marketplace with relative ease.

Presents unique managerial challenges in terms of complexity and a broader set of environmental forces.

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Increasing Diversity in the Workplace

Diversity

The heterogeneity of the population and work force

The challenge of diversity

Developing the strong organizational culture and group cohesiveness required for organizational success when the workplace includes people with different backgrounds, from different nations, or with different cultural frames of reference.

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The Growing Importance of Intellectual Capital

Intellectual capital

The sum and synergy of an organization’s knowledge, experience, relationships, processes, discoveries, innovations, market presence and community influence.

Major categories of intellectual capital

Structural capital

Customer capital

Human capital

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Categories of Intellectual Capital

Structural capital

The accumulated knowledge of the organization represented by its patents, trademarks and copyrights, proprietary databases, and systems.

Customer capital

The value of established relationships with customers and suppliers.

Human capital

The cumulative skills and knowledge of the organization.

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Ethics

Ethical Behavior

Behavior that is considered by most to be acceptable.

Sarbanes–Oxley Act

Requires businesses to use certain accounting rules that would prohibit the many financial abuses by managers that came to light in recent years.

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An Overall Framework of Management

External environment

The setting in which an organization operates; the markets and industry.

Competencies

The things that an organization can do well; the skills and abilities.

The functions of management all interact with each other, and together they lead to effective and efficient achievement of an organization’s overall goals.

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Figure 1–5 An Overall Framework of Management

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Why Study Management?

Universal applicability

The basic functions that managers perform, the roles that managers play, and the skills that managers use are universal.

Organizational need

The basic functions—planning, organizing, leading, and controlling—are required in every organization.

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Implications for Future Leaders

Keep abreast of changing conditions and major environmental trends.

Be flexible and adaptable to changes in the role of manager and proactive in initiating change.

Make the most of educational opportunities.

Develop the skills and competencies necessary for managerial success.

Focus on excellence and quality in everything you do.

Take every opportunity to enhance your leadership skills.

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Competencies of Tomorrow’s Managers

The great communicator

The individual coach

The team player

The technology master

The problem solver

The foreign ambassador

The change agent

The lifelong learner