Learning

Learning Objectives
Objectives
After studying the chapter, you should be able to:
Describe what management is, why
management is important, what managers do,
and how managers utilize organizational
resources efficiently and effectively to achieve
organizational goals.
Distinguish among planning, organizing,
leading, and controlling (the four managerial
functions), and explain how managers ability to
handle each one can affect organizational
performance.
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Learning
Learning Objectives
Objectives (contd)
(contd)
Differentiate among three levels of
management, and understand the
responsibilities of managers at different levels
in the organizational hierarchy.
Identify the roles managers perform, the
skills they need to execute those roles
effectively and the way new information
technology is affecting these roles and skills.
Discuss the principal challenges managers
face in todays increasingly competitive global
environment.

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What
What Is
Is Management?
Management?
Management
The planning, organizing, leading, and
controlling of human and other resources to
achieve organizational goals effectively and
efficiently.

Managers
The people responsible for supervising the use
of an organizations resources to meet its goals.

Resources are organizational assets

People Skills Knowledge Information
Raw materials Machinery Financial capital
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Organizational
Organizational Performance
Performance
Organizational Performance
A measure of how efficiently and effectively
managers are using organizational resources
to satisfy customers and achieve goals.

Efficiency

To do the things right!

A measure of how well or productively

resources are used to achieve a goal.

Effectiveness

To get the right things done!

A measure of the appropriateness of the

goals an organization is pursuing and the
degree to which they are achieved.
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Why
Why Study
Study Management?
Management?
Proper management directly impacts
improvements in the well-being of a society.
Studying management helps people to
understand what management is and
prepares them accomplish managerial
activities in their organizations.
Studying management opens a path to a wellpaying job and a satisfying career.

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17

Four
Four Functions
Functions of
of Management
Management

Figure 1.2
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18

Managerial
Managerial Functions
Functions
Henri Fayol
First outlined the four managerial functions in
his book General Industrial Management.
Managers at all levels in all organizations
perform each of the functions of planning,
organizing, leading, and controlling.

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19

Planning
Planning
Identifying and selecting appropriate goals
and courses of action for an organization.
The planning function determines how
effective and efficient the organization is and
determines the strategy of the organization.

Three Steps in the Planning Process:

Deciding which goals to pursue.
Deciding what courses of action to adopt.
Deciding how to allocate resources.

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110

Management
Management Key
Key Concepts
Concepts
Organization
People working together and coordinating
their actions to achieve specific goals.

Goal/objective
A desired future condition that the
organization seeks to achieve.

Strategy

c.f. policy

A cluster of decisions about what goals to

pursue, what actions to take, and how to use
resources to achieve goals.
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111

Organizing
Organizing
Structuring working relationships in a way
that allows organizational members to work
together to achieve organizational goals.
Organizational Structure
A formal system of task and reporting
relationships that coordinates and motivates
organizational members.
Creating organizational structure:
Grouping employees into departments according to
the tasks performed.
Laying out lines of authority and responsibility for
organizational members.
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112

Leading
Leading
Articulating a clear vision to follow, and
energizing and enabling organizational
members so they understand the part they
play in attaining organizational goals.
Leadership involves using power, influence,
vision, persuasion, and communication skills.
The outcome of leadership is highly
motivated and committed organizational
members.

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113

Controlling
Controlling
Evaluating how well an organization is
achieving its goals and taking action to
maintain or improve performance.
Monitoring individuals, departments, and
the organization to determine if desired
performance standards have been reached.
Taking action to increase performance as
required.
The outcome of control is the ability to
measure performance accurately and to
regulate the organization for efficiency and
effectiveness.
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114

Types
Types of
of Managers
Managers
Levels of Management
First-line managers
Responsible for day-to-day operations. Supervise people
performing activities required to make the good or service.
Middle managers
Supervise first-line managers. Are responsible to find the
best way to use departmental resources to achieve goals.
Top managers
Responsible for the performance of all departments and
have cross-departmental responsibility.
Establish organizational goals and monitor middle
managers.
Form top management team along with the CEO and COO.
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115

Levels
Levels of
of Management
Management

Figure 1.3
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116

Relative
Relative Amount
Amount of
of Time
Time That
That Managers
Managers
Spend
Spend on
on the
the Four
Four Managerial
Managerial Functions
Functions

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Figure 1.4

117

IT
IT and
and Managerial
Managerial Roles
Roles and
and Skills
Skills
Information Technology (IT) is increasingly
used to help managers adopt a crossdepartmental view of their organization.
Managerial Role
The set of specific tasks that a person is
expected to perform because of the position
he or she holds in the organization.

Roles are defined into three role categories (as

identified by Mintzberg):
Interpersonal Informational

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Decisional

118

Decisional
Decisional Roles
Roles
Roles associated with methods managers use in
planning strategy and utilizing resources:
Entrepreneurdeciding which new projects or
programs to initiate and to invest resources in.
Disturbance handlermanaging an
unexpected event or crisis.
Resource allocatorassigning resources
between functions and divisions, setting the
budgets of lower managers.
Negotiatorreaching agreements between
other managers, unions, customers, or
shareholders.
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119

Informational
Informational Roles
Roles
Roles associated with the tasks needed to
obtain and transmit information in the process
of managing the organization:
Monitoranalyzing information from both
the internal and external environment.
Disseminatortransmitting information to
influence the attitudes and behavior of
employees.
Spokespersonusing information to
positively influence the way people in and
out of the organization respond to it.
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120

Interpersonal
Interpersonal Roles
Roles
Roles that managers assume to provide
direction and supervision to both employees
and the organization as a whole:
Figureheadsymbolizing the organizations
mission and what it is seeking to achieve.
Leadertraining, counseling, and mentoring
high employee performance.
Liaisonlinking and coordinating the
activities of people and groups both inside
and outside the organization/department.

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121

Managerial
Managerial Skills
Skills
Conceptual Skills What should be the right thing?
The ability to analyze and diagnose a
situation and distinguish between cause and
effect.

Human Skills
The ability to understand, alter, lead, and
control the behavior
other
individuals
Howofcan
we do
better? and
groups.

Technical Skills
The specific knowledge and techniques
required to perform an organizational role.
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123

Skill
Skill Types
Types Needed
Needed by
by Managerial
Managerial
Level
Level

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124

Challenges
Challenges for
for Management
Management
in
in aa Global
Global Environment
Environment
Increasing Number of Global Organizations.
Building a Competitive Advantage.
Maintaining Ethical Standards.
Managing a Diverse Workforce.
Utilizing IT and E-commerce.

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125

Building
Building aa Competitive
Competitive Advantage
Advantage
Increasing Efficiency
Reducing the quantity of resources used to
produce goods and services.

Increasing Quality
Introducing Total Quality Management (TQM) to
improve quality.

Increasing Speed, Flexibility, and Innovation

Adapting to bring new products to market faster.

Increasing Responsiveness to Customers

Empowering employees to deal with customers.

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126

Building
Building Blocks
Blocks of
of Competitive
Competitive Advantage
Advantage

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Figure 1.5

127

Maintaining
Maintaining Ethical
Ethical Standards
Standards
Factors Influencing Behaviors:
External pressures from
stockholders/stakeholders for increased
organizational financial performance.
Internal pressures from top management to
lower-level managers to increase the
organizations competitive performance and
profitability.
Societal, cultural, and environment demands
Hurt
somebody
unintendedly vs. illegally
on the
organization.

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Managing
Managing aa Diverse
Diverse Workforce
Workforce
The Increasing Diversity of the Workforce
Non-Discriminatory Employment Practices
Performance-Enhancing Benefits of a Diverse
Workforce
The opportunities for specialization

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129

Utilizing
Utilizing Information
Information Technology
Technology (IT)
(IT)
and
and E-commerce
E-commerce
Benefits of IT and E-commerce
Makes more and better information about the
organization available to outsiders
Empowers employees at all organizational
levels
Helps managers carry out their roles more
effectively and efficiently
Increases awareness of competitive
opportunities
Makes the organization more responsive to its
customers
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