Chapter One The Exceptional Manager What You Do, How You Do It

Management: 1) the pursuit of organizational goals efficiently and effectively by 2) integrating the work of people through 3) planning, organizing, leading, and controlling the organizations resources.

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McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Topic 1: Introduction Management DefinedEfficient: means to use resourcespeople, money, raw materials, and the likewisely and cost-effectively Effective: means to achieve results, to make the right decisions and successfully carry them out so that they achieve the organizations goals

Planning: setting goals and deciding how to achieve them.Organizing: arranging tasks, people, and other resources to accomplish the work.Leading: motivating, directing, and otherwise influencing people to work hard to achieve the organizations goals.Controlling: monitoring performance, comparing it with goals, and taking corrective action as needed.

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McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Four Management Functions

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McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.The Management ProcessPlanningOrganizingLeadingControlling

Types of OrganizationsProfit organization- formed to make money, or profits, by offering products and services.Nonprofit organization- known as administrators. Its purpose is to offer services, not to make a profit.Mutual-benefit organization- voluntary collections of members whose purpose is to advance members interest.

Top Managers: make long-term decisions about the overall direction of the organization and establish the objectives, policies and strategies for it.Middle Managers: implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them.First-Line Managers: make short-term operating decisions, directing the daily tasks of non-managerial personnel.

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McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Topic 2: Types of ManagersThree Levels of Management

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McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.The Levels and Areas of ManagementLevels of ManagementFunctional Areas R&D Marketing Finance Production Human resourcesTop ManagersMiddle ManagersFirst-Line ManagersNonmanagerial personnel

Functional Managers: are responsible for just one organizational activityGeneral Managers: are responsible for several organizational activities 1-12

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Functional Vs. General Managers

Interpersonal Roles: managers interact with people inside and outside their work units. The three interpersonal roles are figurehead, leader, and liaison activities.Information Roles: as monitor, disseminator and spokespersonmanagers receive and communicate information.Decisional Roles: managers use information to make decisions to solve problems or take advantage of opportunities. The four decision making roles are entrepreneur, disturbance handler, resource allocator, and negotiator.

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McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Topic 3: Managerial Roles Identified by MinzbergThree Types of Managerial Roles

Figurehead Role: you perform symbolic tasks that represent the organization. 1-15Panel 1-3

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Managerial Roles (Cont.): Interpersonal RolesLeadership Role: you are responsible for the actions of your subordinates, since their successes and failures reflect on you.Liaison Role: you must act like a politician, working with other people outside your work unit and organization to develop alliances that will help you achieve your organizations goals.

Monitor Role: you should be constantly alert for useful information. 1-16Panel 1-3

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Managerial Roles (Cont.): Informational RolesDisseminator Role: managers need to constantly disseminate important information to employees, as via e-mail and meetings.Spokesperson Role: You are expected to be a diplomat, to put on your best face on the activities of your work unit or organization to people outside it.

Entrepreneur Role: a good manager is expected to initiate and encourage change and innovation. 1-17Panel 1-3

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Managerial Roles (Cont.): Decisional RolesDisturbance Handler Role: unforeseen problems require you to be a disturbance handler, fixing problems.Resource Allocation Role: youll need to be a resource allocator, setting priorities about the use of resources.Negotiator Role: working with people inside and outside the organization to accomplish your goals.

Technical Skillsthe ability to perform a specific jobTechnical Skills: consist of the job-specific knowledge needed to perform well in a specialized field.Conceptual Skillsthe ability to think analytically Conceptual Skills: consists of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together.Human Skillsthe ability to interact well with peopleHuman Skills: consist of the ability to work well in cooperation with other people to get things done.

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McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Topic 4: Managerial skillsThe Skills Managers Need