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Management. McGraw-Hill/Irwin Principles of Management . © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. 1. chapter. Describe the basic functions of management Identify where in an organization managers are located

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Principles of Management

© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.



learning objectives
Describe the basic functions of management

Identify where in an organization managers are located

Discuss the challenges people encounter as they become first-line managers

Describe the roles managers adopt to perform the basic functions of management

Outline the competencies managers must have to be effective

Learning Objectives
management and managers
Management: The art of getting things done through people in the organization

Managers give organizations a sense of purpose and direction

Managers create new ways of producing and distributing goods and services

Managers change how the world works through their actions

Management and Managers
leaders versus managers
Leaders versus Managers

Source: Adapted from “Leadership versus management: What’s the difference?”, The Journal for Quality and Participation, 2006

functions of management
Functions of Management

Planning & Strategizing



Leading & Developing

planning strategizing
Planning – a formal process whereby managers choose goals, identify actions, allocate responsibility for implementing actions, measuring the success of actions, and revising plans

Planning is used to develop overall strategies

A strategy is an action that managers take to attain the goals

Planning goes beyond strategy development to include the regulation of a wide variety of organizational activities

Strategizing – the process of thinking through on a continual basis what strategies an organization should pursue to attain its goals

Planning & Strategizing
who makes the strategic decisions
Who Makes the Strategic Decisions?

Source: Improving Strategic Planning: A McKinsey Survey, The McKinsey Quarterly, September 2006

Organizing involves deciding:

Who will perform the task?

Where will decisions be made?

Who reports to whom?

How will different parts of the organization fit together to accomplish the common goal?

The process of monitoring performance against goals, intervening when goals are not met, and taking corrective action

First step – Drafting plans

Important aspect is creating incentives that align employees’ and organization’s interests

benefits incentives
Performance Bonuses

Health Benefits

Performance-based Time Off

Education and Learning

Recognition and Awards

Retirement Planning and 401(k)


Child Care and Elder Care Assistance

Benefits & Incentives
leading developing
Leading – is the process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals.

Developing employees – the task of hiring, training, mentoring, and rewarding employees in an organization, including other managers.

Leading & Developing
skilled leaders
Drive strategic thinking

Have a plan for organization

Proactively structure the organization

Exercise control with a deft hand

Use the right kind of incentives

Get the best out of people

Build a high-quality team

Skilled Leaders:
america s best leaders
Steve Jobs, Apple, Pixar

Alan Mulally, Boeing Commercial Airplanes

Terry Semel, Yahoo!

A.G. Lafley, Procter & Gamble

Kim Shin Bae, SK Telecom

America’s Best Leaders

Source: Best of 2005, Business Week, December 19, 2005

  • Are the functions of management only for managers in organizations or can they apply to you as a student as well? Explain.
types of managers






Types of Managers
Dr. John Alexander is the Chair of the Management Department at Global University with their main campus in New York, USA. The President of the university is Dr. Kim Kerry. John can be described as a ________ manager whereas Kim is a _______ manager.

general; functional

frontline; general

functional; frontline

general; frontline

multi divisional management hierarchy
Multi-divisional Management Hierarchy

Corporate-level general managers

Business-level general managers

Functional managers

Frontline managers

becoming a manager
From Specialist to Manager

Journey begins when people are successful at a specialist task that they were hired to do

Need to be able to get things done through other people

Mastering the Job

Tends to be a large difference between expectations and reality

Workload is tremendous

Biggest challenge within the first year = “People challenges”

Becoming a Manager
management roles
Management Roles

Interpersonal roles





Managerial roles


Resource Allocator


Disturbance handler


Informational roles

Decisional roles


interpersonal roles
Roles that involve interacting with other people inside and outside the organization

Management jobs are people-intensive

Interpersonal roles:

Figureheads: Greet visitors, Represent the company at community events, Serve as spokespeople, and Function as emissaries for the organization

Leader: Influence, motivate, and direct others as well as strategize, plan, organize, control, and develop

Liaison: Connect with people outside their immediate unit

Interpersonal Roles
informational roles
Collecting, Processing and Disseminating

Roles: Monitor, disseminator, and spokesperson

Informational Roles
decisional roles
Whereas interpersonal roles deal with people and informational roles deal with knowledge, decisional roles deal with action

Decisional roles:

Entrepreneur: Managers must make sure their organizations innovate, change, develop, and adopt

Disturbance handler: Addressing unanticipated problems as they arise and resolving them expeditiously

Resource allocator: How best to allocate scarce resources

Negotiator: Negotiation is continual for managers

Decisional Roles
alan mulalley ceo boeing commercial airplanes
Decisional Roles:

After September 11 attacks, Mulalley had to renegotiate delivery of some 500 airplanes

Cut jet production by more than half

Fire 27,000 workers

During the downturn, he focused on cutting waste and streamlining his airplane production lines

He then bet the company’s future on a set of new technologies that are now turning Boeing’s super efficient 787 Dreamliner into the hottest-selling new jetliner in history

Alan Mulalley, CEOBoeing Commercial Airplanes

Source: Best of 2005, Business Week, December 19, 2005

management competencies
Management Competencies

Motivational Preferences




managerial skills
Managerial Skills







managerial values
Managerial Values
  • Enacted Values
  • Espoused Values
  • Shared Values
  • Ethical Values
managerial motivation
Desire to Compete

Desire to Exercise Power

Desire to be Distinct

Desire to Take Action

Managerial Motivation