Chapter 1

Management

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MGMT6

1-1 describe what management is

1-2 explain the four functions of management
1-3 describe different kinds of managers
1-4 explain the major roles and subroles that
managers perform in their jobs
1-5 explain what companies look for in
managers
1-6 discuss the top mistakes that managers
make in their jobs
1-7 describe the transition that employees
go through when they are promoted to
management
1-8 explain how and why companies can
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Learning
create competitive
advantage
through

Management Is
Getting work done through others
Efficiency getting work done with a
minimum of effort, waste, or
expense
Effectiveness accomplishing tasks
that help fulfill organizational
objectives
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Management Functions
Planning
determining organizational goals
and a means for achieving them

Organizing
deciding where decisions will be
made, who will do what jobs and
tasks, and who will work for whom
in the company

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Management Functions
Leading
inspiring and motivating workers to
work hard to achieve organizational
goals

Controlling

1-

monitoring progress toward goal

achievement and taking corrective
action when progress isnt being
made
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Top Managers
CEO, COO, CFO, CIO
Responsible for overall direction of the
organization
Responsible for creating a context for
change
Develop employees commitment to and
ownership of company performance
Create a positive organizational culture
through language and action
Responsible for monitoring the business
environment
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Middle Managers

Plant manager, regional manager, divisional

manager
Set objectives consistent with top managements
goals
Implement subunit strategies for achieving
objectives
Plan and allocate resources to meet objectives
Coordinate and link groups, departments, and
divisions
Monitor and manage subunits and individual
managers
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First-Line Managers
Office manager, shift supervisor,
department manager
Train and supervise the performance of
nonmanagerial employees
Teach entry-level employees how to do their
jobs
Encourage, monitor, and reward employees
performance
Make detailed schedules and operating
plans
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Team Leaders
Facilitate team activities toward accomplishing
a goal
Help team members plan and schedule work,
learn to solve problems, and work effectively
with each other
Manage internal and external relationships

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Interpersonal Roles
Figurehead
managers perform ceremonial duties

Leader
managers motivate and encourage
workers to accomplish organizational
objectives

Liaison
managers deal with people outside
their units
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Informational Roles
Monitor
managers scan their environment for
information and receive unsolicited
information

Disseminator
managers share information with
subordinates and others in the company

Spokesperson
managers share information with people
outside of the company
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Decisional Roles
Entrepreneur
managers adapt themselves, their
subordinates, and their units to
change

Disturbance handler
managers respond to problems so
severe that they demand
immediate action

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Decisional Roles
Resource allocator
managers decide who will get what
resources and in what amounts

Negotiator
managers negotiate schedules,
projects, goals, outcomes,
resources, and employee raises

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What Companies Look For

Technical skills

specialized procedures, techniques, and

knowledge required to get the job done

Human skills

ability to work well with others

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What Companies Look For

Conceptual skills

ability to see the organization as a whole, to

recognize how the company fits into its
external environment

Motivation to manage

an assessment of how motivated employees

are to interact with superiors, participate in
competitive situations, behave assertively
with others, tell others what to do, reward
good behavior, punish poor behavior, perform
actions that are highly visible to others, and
handle and organize administrative tasks
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Mistakes Managers Make

1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
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In Good Company
1.

2.

<click screenshot for video>

3.

Which management skills

discussed in this chapter
does the character Mark
Steckle seem to lack?
The sequence shows
three people who
represent different
hierarchical levels in the
company. Based on this
scene, which of the four
kinds of managers do you
think each of them might
be?
Which of the characters
in this clip exhibited the
strongest human skills?

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Camp Bow Wow

<click screenshot for video>

1. Identify three skills that

companies look for in
managers and explain which
might be most needed for
the Camp Bow Wow leaders
highlighted in the video.
2. Which activities at Camp Bow
Wow require high efficiency?
Which activities require high
effectiveness?
3. 3. List two activities that
leaders at Camp Bow Wow
perform daily, and identify
which of the managerial roles
discussed in the chapter
figure prominently for each.
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