Management - Chapter 1: Managing and the Manager's Job PDF

Chapter One Managing and the Manager’s Job Slide content created by Charlie Cook, The University of West Alabama Copyright © Houghton Mifflin Company. All rights reserved.  Learning Objectives Afte...

Chapter One Managing and the Manager’s Job Slide content created by Charlie Cook, The University of West Alabama Copyright © Houghton Mifflin Company. All rights reserved.  Learning Objectives After studying this chapter, you should be able to: 1. Describe the nature of management, define management and managers, and characterize their importance to contemporary organizations. 2. Identify and briefly explain the four basic management functions in organizations. 3. Describe the kinds of managers found at different levels and in different areas of the organization. 4. Identify the basic managerial roles that managers may play and the skills they need in order to be successful. 5. Discuss the science and the art of management, describe how people become managers, and summarize the scope of management in organizations. 6. Characterize the new workplace that is emerging in organizations today.  Organizational Resources Human resources – Managerial talent and labor Financial resources – Capital investments to support ongoing and long-term operations Physical Assets – Raw materials; office and production facilities, and equipment Information – Usable data, information linkages Table 1.1: Examples of Resources Used by Organizations  What is Management? A set of activities – planning and decision making, organizing, leading, and controlling directed at an organization’s resources – human, financial, physical, and information with the aim of achieving organizational goals in an efficient and effective manner. Figure 1.1: Management in Organizations The Basic Purpose of Management EFFICIENTLY Using resources wisely and in a cost-effective way And EFFECTIVELY Making the right decisions and successfully implementing them  What is a Manager? Someone whose primary responsibility is to carry out the management process. Someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.  The Manager’s Job Plan: – A manager cannot operate effectively unless he or she has long range plans. Organize – When there is more than one employee needed to carry out a plan, then organization is needed. Control – Develop a method to know how well employees are performing to determine what has been and what still must be done.  The Management Process Planning and Decision Making: Determining Courses of Action Organizing: Coordinating Activities and Resources Leading: Motivating and Managing People Controlling: Monitoring and Evaluating Activities  Figure 1.2: The Management Process  Kinds of Managers by Level 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.  Kinds of Managers by Area Marketing Managers – work in areas related to getting consumers and clients to buy the organization’s products or services—new product development, promotion, and distribution. Financial Managers – deal primarily with an organization’s financial resources—accounting, cash management, and investments. Operations Managers – are involved with systems that create products and services—production control, inventory, quality control, plant layout, site selection.  Kinds of Managers by Area (cont’d) Human Resource Managers – are involved in human resource activities. Administrative Managers – are generalists familiar with all functional areas of management and are not associated with any particular management specialty. Other Kinds of Managers – hold specialized managerial positions (e.g., public relations managers) directly related to the needs of the organization. Figure 1.3: Kinds of Managers by Level and Area  Managerial Roles (Mintzberg) Interpersonal Roles – Figurehead, leader, and liaison roles involve dealing with other people. Informational Roles – Monitor, disseminator, and spokesperson roles involve the processing of information. Decisional Roles – Entrepreneur, disturbance handler, resource allocator, and negotiator are managerial roles primarily related to making decisions. Table 1.2: Ten Basic Managerial Roles  Managerial Skills (cont’d) Communication – To convey ideas and information effectively to others and to receive ideas and information effectively from others. Decision-Making – To recognize and define problems and opportunities and then to select an appropriate course of action to solve the problems and capitalize on the opportunities. Time-Management – To prioritize work, to work efficiently, and to delegate appropriately.  Management: Science or Art? 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. 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. Figure 1.4: Sources of Management Skills  Managing in Organizations For-Profit Organizations – 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 Organizations – 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  Key Terms organization interpersonal roles management informational roles effective decisional roles efficient technical skills manager interpersonal skills decision making conceptual skills organizing diagnostic skills leading communication skills controlling decision-making skills levels of management time-management skills areas of management