Why Study Management

1
Why Study Management?

• The better you can work with people, the more
  successful you will be in both your personal and
  your professional lives.
• Employers want to hire employees who can
  participate in managing the firm.
• Even nonmanagers are being trained to perform
  management functions.

2
Why Study Management? (contd)

• The study of management builds the skills needed
  in todays workplace to succeed in
• Becoming a partner in managing your organization
  through participative management.
• Working in a team and sharing in decision making
  and other management tasks.
• The study of management also applies directly to
  your personal life in helping you to
• Communicate with and interact with people every
  day.
• Make personal plans and decisions, set goals,
  prioritize what you will do, and get others to do
  things for you.

3
What Is a Managers Responsibility?

• Manager
• The individual responsible for achieving
  organizational objectives through efficient and
  effective utilization of resources.
• The Managers Resources
• Human, financial, physical, and informational
• Performance
• Means of evaluating how effectively and
  efficiently managers use resources to achieve
  objectives.

4
What Does It Take to Be a Successful Manager?

• Management Qualities
• Integrity, industriousness, and the ability to
  get along with people
• Management Skills
• Technical
• Human and communication
• Conceptual and decision-making skills
• The Ghiselli Study
• Initiative, self-assurance,decisiveness,
  intelligence, need for occupational achievement,
  and supervisory ability

5
What Do Managers Do?

• Management Functions
• Planning
• Setting objectives and determining in advance
  exactly how the objectives will be met.
• Organizing
• Delegating and coordinating tasks
  and allocating resources to achieve
  objectives.
• Leading
• Influencing employees to work toward achieving
  objectives.
• Controlling
• Establishing and implementing mechanisms to
  ensure that objectives are achieved.

6
The Systems Relationship among the Management
Functions
7
Management Roles

• Role
• A set of expectations of how one will behave in a
  given situation.
• Management Role Categories (Mintzberg)
• Interpersonal
• Figurehead, leader, and liaison
• Informational
• Monitor, disseminator, and spokesperson
• Decisional
• Entrepreneur, disturbance handler, resource
  allocator, and negotiator

8
Ten Roles Managers Play
Managers play various roles as necessary while
performing their management functions so as to
achieve organizational objectives.
Exhibit 14
9
Differences Among Managers

• The Three Levels of Management
• Top managers
• CEO, president, or vice president
• Middle managers
• Sales manager, branch manager, or department head
• First-line managers
• Crew leader, supervisor, head nurse, or office
  manager
• Nonmanagement operative employees
• Workers in the organization who are supervised by
  first-line managers.

10
Management Levels and Functional Areas
Exhibit 15
11
Types of Managers

• General Managers
• Supervise the activities of several departments.
• Functional Managers
• Supervise the activities of related tasks.
• Common functional areas
• Marketing
• Operations/production
• Finance/accounting
• Human resources/personnel management
• Project Managers
• Coordinate employees across several functional
  departments to accomplish a specific task.

12
New Workplace Issues and Challenges
13
New Workplace Issues and Challenges (contd)

• Technology and Speed
• E-business work done by using electronic
  linkages (including the Internet) between
  employees, partners, suppliers, and customers.
• E-commerce business exchanges or transactions
  that occur electronically.
• Globalization and Diversity
• Mergers are creating larger globalized firms.
• Firms competing globally have to act locally.
• Diversity is increasing as minorities grow and
  markets globalize.

14
E-Commerce
Exhibit 18
15
New Workplace Issues and Challenges (contd)

• Knowledge, Learning, Quality, and Continuous
  Improvement
• Information is the foundation of knowledge which,
  in turn, is the foundation of competitive
  advantage.
• Knowledge workers
• The learning organization
• Knowledge Management
• Involves everyone in an organization in sharing
  knowledge and applying it to continuously improve
  products and processes.

16
New Workplace Issues and Challenges (contd)

• Change, Creativity, Innovation, and
  Entrepreneurship
• Knowledge management requires that people change
  in order to continually improve.
• The speed of change in modern business has
  increased because of globalization and changes in
  technology.
• Creativity is coming up with new ideas for
  improvements, and innovation is implementing
  those ideas.
• Entrepreneurship is about generating creative
  ideas and using them through innovation.

17
New Workplace Issues and Challenges (contd)

• Participative Management, Empowerment, and Teams
• Empowering employees to share in performing
  management functions by working in teams.
• Learning organizations manage knowledge well by
  empowering teams to be creative and innovative.
• Ethics and Social Responsibility
• Managerial integrity
• Situational responses

18
New Workplace Issues and Challenges (contd)

• Networking and Boundaryless Relationships
• Electronic networks
• Relationship networks
• Virtual integration