Management Fourteenth Edition, Global Edition PDF

Management Fourteenth Edition, Global Edition Chapter 1 Managers and You in the Workplace Copyright...

Management Fourteenth Edition, Global Edition Chapter 1 Managers and You in the Workplace Copyright Copyright © 2018 Pearson © 2018 Education, Ltd.Pearson Education, All Rights ReservedLtd. All Rights Reserved Who Is a Manager? Manager: someone who coordinates and oversees the work of other people so that organizational goals can be accomplished Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Exhibit 1-1
Levels of Management Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top. Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Classifying Managers First-Line Managers: manage the work of non- managerial employees Middle Managers: manage the work of first-line managers Top Managers: responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Where Do Managers Work? Organization: a deliberate arrangement of people to accomplish some specific purpose Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Exhibit 1-2
Characteristics of Organizations Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people. Copyright © 2018 Pearson Education, Ltd. All Rights Reserved What Do Managers Do? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Efficiency and Effectiveness Efficiency: doing things right – getting the most output from the least amount of input Effectiveness: doing the right things – attaining organizational goals Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Exhibit 1-3
Efficiency and Effectiveness in Management Exhibit 1-3 shows that whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Management Functions Planning: Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities Organizing: Arranging and structuring work to accomplish organizational goals Leading: Working with and through people to accomplish goals Controlling: Monitoring, comparing, and correcting work Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Exhibit 1-4
Four Functions of Management Exhibit 1-4 shows the four functions used to describe a manager’s work: planning, organizing, leading, and controlling. Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Mintzberg’s Managerial Roles and a Contemporary Model of Managing Roles: specific actions or behaviors expected of and exhibited by a manager Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision-making Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Roles are s pecif ic actions or beh av iors expected of a manager. 1- Interpersonal roles: Involve people (subordinates and persons outside the organization) and other symbolic duties. 2- Informational roles: They include collecting, receiving, and disseminating information. 3- Decisional roles: They include roles related to making decisions or choices. 1-13 Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Types of Roles Interpersonal – Figurehead, leader, liaison Informational – Monitor, disseminator, spokesperson Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Exhibit 1-5
Mintzberg’s Managerial Roles. Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Management Skills 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 Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Exhibit 1-6
Skills Needed at Different Managerial Levels Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial levels. Copyright © 2018 Pearson Education, Ltd. All Rights Reserved The Universality of Management The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Exhibit 1-9
Universal Need for Management Exhibit 1-9 shows that management is universally needed in all types of, and throughout all areas of, organizations. Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Challenges of Being a Manager Can be a thankless job May entail clerical type duties Managers also spend significant amounts of time in meetings and dealing with interruptions Managers often have to deal with a variety of personalities and have to make do with limited resources Copyright © 2018 Pearson Education, Ltd. All Rights Reserved Rewards of Being a Manager Responsible for creating a productive work environment Recognition and status in your organization and in the community Attractive compensation in the form of salaries, bonuses, and stock options Copyright © 2018 Pearson Education, Ltd. All Rights Reserved  Exhibit 1-10
Rewards and Challenges of Being a Manager Rewards Challenges Create a work environment in which organizational Do hard work members can work to the best of their ability Have opportunities to think creatively and use May have duties that are more clerical than imagination managerial Help others find meaning and fulfillment in work Have to deal with a variety of personalities Support, coach, and nurture others Often have to make do with limited resources Work with a variety of people Motivate workers in chaotic and uncertain situations Receive recognition and status in community and Blend knowledge, skills, ambitions, and experiences organization of diverse work group Play a role in influencing organizational outcomes Success depends on others’ work performance Receive appropriate compensation in the form of Blank cell salaries, bonuses, and stock options Good mangers are needed by organizations Blank cell Copyright © 2018 Pearson Education, Ltd. All Rights Reserved