Williams 4e Chapter 01

Management Is
Getting work done through others
Efficiency
Effectiveness
1
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved
Efficiency and Effectiveness

Efficiency
Getting work done with a minimum of effort, expense, or waste Doings things rightmost output for least input
Effectiveness
Accomplishing tasks that help fulfill organizational objectives Doing the right things
Management Functions
Management Functions
Planning Organizing Leading Controlling
2
Planning
Planning Determining organizational goals and a means for achieving them
2.1
What Really Works: Meta-Analysis

General Mental Ability 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 76%
Meta-Analysis is a study of studies that shows what works and when.

This statistic shows that an employee hired on the basis of a good score on a general mental ability test stands a 76 percent chance of being a better performer than someone picked at random from the pool of all job applicants.
Organizing

Deciding where decisions will be made Who will do what jobs and tasks Who will work for whom
2.2
Leading
Inspiring
Leading
Motivating
For Anne Mulcahy, CEO of Xerox, the key to successful leadership is communicating with the companys most important constituents:
2.3
employees and customers.

Controlling
Controlling Monitoring progress toward goal achievement and taking corrective action when needed
2.4
The Control Process

Set standards to achieve goals
Make changes to return performance to standards
Compare actual performance to standards
2.4
Kinds of Managers

Top Managers Middle Managers First-Line Managers Team Leaders
3
10
Top Managers

Chief Executive Officer (CEO) Chief Operating Officer (COO) Chief Financial Officer (CFO) Chief Information Officer (CIO)
3.1
3
11
Responsibilities of Top Managers

Creating a context for change Developing commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments
3.1
12
Middle Managers

Plant Manager Regional Manager Divisional Manager
3.2
3
13
Responsibilities of Middle Managers
Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Implement changes or strategies generated by top managers 3.2
14
First-Line Managers

Office Manager Shift Supervisor Department Manager
3.3
3
15
Responsibilities of First-Line Managers

Manage the performance of entry-level employees Encourage, monitor, and reward the performance of workers Teach entry-level employees how to do their jobs
Make detailed schedules and operating plans 3.3

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Responsibilities of Team Leaders
Facilitate team performance
Manage external relations
Facilitate internal team relationships
3.4
17
Managerial Roles
Interpersonal
Figurehead Leader Liaison
Informational
Monitor Disseminator Spokesperson
Decisional
Entrepreneur Disturbance Handler Resource Allocator
Negotiator
Adapted from Exhibit 1.4 H. Mintzberg, The Managers Job: Folklore and Fact:. Harvard Business Review, July-August 1975. Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved
18
Managerial Roles
Interpersonal Roles
Figurehead
Managers perform ceremonial duties
Leader
Managers motivate and encourage workers to accomplish objectives Managers deal with people outside their units
Liaison 4.1
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Managerial Roles
Informational Roles
Monitor
Managers scan their environment for information Managers share information with others in their company Managers share information with others outside their departments or companies
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Disseminator
Spokesperson 4.2
Managerial Roles
Decisional Roles
Managers adapt to incremental change Managers respond to problems that demand immediate action Managers decide who gets what resources Managers negotiate schedules, projects, goals, outcomes, resources, and raises
Entrepreneur Disturbance Handler Resource Allocator Negotiator 4.3
21
What Companies Look for in Managers
Technical Skills
Human Skills
Conceptual Skills
Motivation to Manage
5
22
Managers Skills

Skills Approach
Technical skills Knowledge and proficiency in a specific field
Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization
23
What Companies Look for in Managers

Skills are more or less important at different levels of management:
5
24
Mistakes Managers Make

1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitious 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
Adapted from Exhibit 1.6 McCall & Lombardo, What Makes a Top Executive? Psychology Today, Feb 1983
25
The First Year Management Transition

Managers Initial Expectations
Be the boss Formal authority Manage tasks Job is not managing people
After Six Months As a Manager

Initial expectations were wrong Fast pace Heavy workload
After a Year As a Manager

No longer doer Communication, listening, positive reinforcement
Learning to adapt Job is to be and control stress problem-solver and troubleshooter Job is people development
7
Adapted from Exhibit 1.7
26
Competitive Advantage through People

Management Practices in Top Performing Companies
1. Employment Security 2. Selective Hiring 3. Self-Managed Teams and Decentralization 4. High Wages Contingent on Organizational Performance 5. Training and Skill Development 6. Reduction of Status Differences 7. Sharing Information 8
Adapted from Exhibit 1.8
27
Competitive Advantage through People

Competitive Advantages of Well-Managed Companies
Sales Revenues Profits
Stock Market Returns
Customer Satisfaction
Web Link
http://www.greatplacetowork.com/best/list-bestusa.htm
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How The Managers Job Is Changing

The Increasing Importance of Customers
Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival.
Innovation
Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation.
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Williams 4e Chapter 01

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Williams 4e Chapter 01

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Management Is

Getting work done through others

Efficiency and Effectiveness

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Planning Organizing Leading Controlling

What Really Works: Meta-Analysis

Meta-Analysis is a study of studies that shows what works and when.

employees and customers.

The Control Process

Make changes to return performance to standards

Compare actual performance to standards

Responsibilities of Top Managers

Responsibilities of Middle Managers

Responsibilities of First-Line Managers

Make detailed schedules and operating plans 3.3

Responsibilities of Team Leaders

Facilitate team performance

Manage external relations

Facilitate internal team relationships

Managers perform ceremonial duties

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Entrepreneur Disturbance Handler Resource Allocator Negotiator 4.3

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

What Companies Look for in Managers

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

What Companies Look for in Managers

Mistakes Managers Make

The First Year Management Transition

After Six Months As a Manager

After a Year As a Manager

Competitive Advantage through People

Competitive Advantage through People

Stock Market Returns

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

How The Managers Job Is Changing

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

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