Chapter 1 Management

MGMT 2008 Chuck Williams Chapter 1 Management Designed & Prepared byB-books, Ltd.

Management Functions Planning Organizing Leading Controlling 2

The Control Process Set standards toachieve goals Compare actualperformance tostandards Make changesto returnperformance tostandards 2.4

Creating a context for change Developing commitmentand ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments Responsibilities of Top Managers 3.1

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 Responsibilities of Middle Managers 3.2

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 Responsibilities of First-Line Managers 3.3

Responsibilities of Team Leaders Facilitate team performance Facilitate internal team relationships Manage external relations 3.4

Mintzberg’s Managerial Roles Interpersonal Informational Decisional Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator 4 H. Mintzberg, “The Manager’s Job: Folklore and Fact,” Harvard Business Review (July-August 1975).

Technical Skills Human Skills Conceptual Skills Motivation to Manage What Companies Look for in Managers 5

Managers’Initial Expectations After Six MonthsAs a Manager After a YearAs a Manager • Be the boss • Formal authority • Manage tasks • Job is not managing people • Initial expecta-tions were wrong • Fast pace • Heavy workload • Job is to beproblem-solverand troubleshooter • No longer “doer” • Communication,listening, positivereinforcement • Learning to adaptand control stress • Job is peopledevelopment Transition to Management (The First Year) 7

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

Chapter 1 Management