Post on 30-Oct-2014
description
PowerPoint slides by
Susan A. Peterson, Scottsdale Community College
PowerPoint slides by
Susan A. Peterson, Scottsdale Community College
Chapter 1:
The Nature of Management
Chapter 1:
The Nature of Management
m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r
m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r
© 2008 Prentice-Hall Business Publishing 2
Learning ObjectivesLearning Objectives
After studying this chapter, you should be able to:
Define the term management
Explain the major challenges with which managers must deal
Describe how historical research on management has contributed to the current practice of management
Identify and discuss the primary managerial functions
After studying this chapter, you should be able to:
Define the term management
Explain the major challenges with which managers must deal
Describe how historical research on management has contributed to the current practice of management
Identify and discuss the primary managerial functions
© 2008 Prentice-Hall Business Publishing 3
Learning ObjectivesLearning Objectives
Explain the three general roles involved in managerial work and the specific roles within each
Explore and describe the three dimensions of managerial jobs
Discuss the primary skills required to be an effective manager
Explain the three general roles involved in managerial work and the specific roles within each
Explore and describe the three dimensions of managerial jobs
Discuss the primary skills required to be an effective manager
© 2008 Prentice-Hall Business Publishing 4
What is Management?What is Management?
Management is a process that involves:
Assembling and using sets of resources
Acting in a goal-directed manner to accomplish tasks
Activities carried out in an organizational setting
Management is a process that involves:
Assembling and using sets of resources
Acting in a goal-directed manner to accomplish tasks
Activities carried out in an organizational setting
© 2008 Prentice-Hall Business Publishing 5
Managerial ChallengesManagerial Challenges
ManagingEntrepreneurially
ManagingStrategically
ManagingResources
ManagingChange
ManagerialChallenges
© 2008 Prentice-Hall Business Publishing 6
Managerial Challenges: Managing ChangeManagerial Challenges: Managing Change
Managing change:
Is the most persistent, pervasive and powerful challenge for managers
Requires managers to gain employee acceptance
Two causes of change:
Technology
Globalization
Managing change:
Is the most persistent, pervasive and powerful challenge for managers
Requires managers to gain employee acceptance
Two causes of change:
Technology
Globalization
© 2008 Prentice-Hall Business Publishing 7
Managerial Challenges: Managing ResourcesManagerial Challenges: Managing Resources
Managers must manage resources, including:
Financial capital
Human resources
Physical resources
Technology
Managers must manage resources, including:
Financial capital
Human resources
Physical resources
Technology
© 2008 Prentice-Hall Business Publishing 8
Managerial Challenges: Managing StrategicallyManagerial Challenges: Managing Strategically
Managers must:
Develop strategies to achieve the organization’s goals
Implement the strategies effectively by managing human resources
Managers must:
Develop strategies to achieve the organization’s goals
Implement the strategies effectively by managing human resources
© 2008 Prentice-Hall Business Publishing 9
Managerial Challenges: Managing EntrepreneuriallyManagerial Challenges: Managing Entrepreneurially
Managing entrepreneurially involves:
Searching for new opportunities
Identifying new ideas for new markets
Emphasizing actions to take advantage of uncertainty
Managing entrepreneurially involves:
Searching for new opportunities
Identifying new ideas for new markets
Emphasizing actions to take advantage of uncertainty
© 2008 Prentice-Hall Business Publishing 10
Historical Approaches to ManagementHistorical Approaches to Management
Ancient China and art of warfare
Ancient Egypt and building of pyramids
Roman Empire and building of roads and viaducts
Industrial Revolution and modern management
Ancient China and art of warfare
Ancient Egypt and building of pyramids
Roman Empire and building of roads and viaducts
Industrial Revolution and modern management
© 2008 Prentice-Hall Business Publishing 11
What Managers DoWhat Managers Do
Managerial activities differ by:
The functions managers serve
The roles in which managers operate
The dimensions of each manager’s job
Managerial activities differ by:
The functions managers serve
The roles in which managers operate
The dimensions of each manager’s job
© 2008 Prentice-Hall Business Publishing 12
Managerial FunctionsManagerial Functions
PlanningPlanningO
rgan
izing
Org
anizin
g
DirectingDirecting
Co
ntr
oll
ing
Co
ntr
oll
ing
ManagingManaging
Adapted from Exhibit 1.1
© 2008 Prentice-Hall Business Publishing 13
PlanningPlanning
Planning involves:
Estimating future conditions and circumstances
Making decisions based on these estimations about what work is to be done:
- By the manager
- By all of those for whom she or he is responsible
Planning involves:
Estimating future conditions and circumstances
Making decisions based on these estimations about what work is to be done:
- By the manager
- By all of those for whom she or he is responsible
© 2008 Prentice-Hall Business Publishing 14
OrganizingOrganizing
Organizing involves paying attention to:
The structure of relationships among positions
The people occupying those positions
Linking that structure to the overall strategic direction of the organization
Organizing involves paying attention to:
The structure of relationships among positions
The people occupying those positions
Linking that structure to the overall strategic direction of the organization
© 2008 Prentice-Hall Business Publishing 15
DirectingDirecting
Directing is the process of influencing other people to attain organizational objectives:
Motivating others
Interacting effectively in group and team situations
Communicating in support of others’ efforts
Directing is the process of influencing other people to attain organizational objectives:
Motivating others
Interacting effectively in group and team situations
Communicating in support of others’ efforts
© 2008 Prentice-Hall Business Publishing 16
ControllingControlling
Regulating the work of those for whom a manager is responsible, including:
Setting standards of performance in advance
Monitoring ongoing (real‑time) performance
Assessing a completed performance
Results of the control process (evaluation) are fed back to the planning process
Regulating the work of those for whom a manager is responsible, including:
Setting standards of performance in advance
Monitoring ongoing (real‑time) performance
Assessing a completed performance
Results of the control process (evaluation) are fed back to the planning process
© 2008 Prentice-Hall Business Publishing 17
Managerial RolesManagerial Roles
InterpersonalRoles
InterpersonalRoles Figurehead Figurehead LeaderLeader LiaisonLiaison
Adapted from Exhibit 1.2
Figurehead: attending ceremonial activities
Leader: influencing or directing others
Liaison: contacting others outside the formal chain of command
Figurehead: attending ceremonial activities
Leader: influencing or directing others
Liaison: contacting others outside the formal chain of command
© 2008 Prentice-Hall Business Publishing 18
Managerial RolesManagerial Roles
InformationalRoles
InformationalRoles MonitorMonitor DisseminatorDisseminator SpokespersonSpokesperson
Adapted from Exhibit 1.2
Monitor: seeking information to be aware of crucial developments
Disseminator: receiving and sending information
Spokesperson: representing the views of the unit for which he/she is responsible
Monitor: seeking information to be aware of crucial developments
Disseminator: receiving and sending information
Spokesperson: representing the views of the unit for which he/she is responsible
© 2008 Prentice-Hall Business Publishing 19
Managerial RolesManagerial Roles
DecisionalRoles
DecisionalRoles EntrepreneurEntrepreneur Disturbance-
handlerDisturbance-
handlerResource-allocator
Resource-allocator NegotiatorNegotiator
Adapted from Exhibit 1.2
Entrepreneur: exploring new opportunities
Disturbance-handler: acting as a judge or problem solver in conflicts among employees
Resource-allocator: deciding how resources will be distributed
Negotiator: making accommodations with other units
Entrepreneur: exploring new opportunities
Disturbance-handler: acting as a judge or problem solver in conflicts among employees
Resource-allocator: deciding how resources will be distributed
Negotiator: making accommodations with other units
© 2008 Prentice-Hall Business Publishing 20
Managerial Job DimensionsManagerial Job Dimensions
Activities or duties that must be carried out
Standards or levels of minimum performance that must be met
Activities or duties that must be carried out
Standards or levels of minimum performance that must be met
DemandsDemands
© 2008 Prentice-Hall Business Publishing 21
Managerial Job DimensionsManagerial Job Dimensions
Factors that limit the response of the manager:
Time
Budgets
Technology
Attitudes of subordinates
Legal regulations
Factors that limit the response of the manager:
Time
Budgets
Technology
Attitudes of subordinates
Legal regulations
DemandsDemands
ConstraintsConstraints
© 2008 Prentice-Hall Business Publishing 22
Managerial Job DimensionsManagerial Job Dimensions
Discretionary behavior
How work is to be done
How much work is to be done
Who will do the work
What initiatives will be undertaken from almost infinite possibilities
Discretionary behavior
How work is to be done
How much work is to be done
Who will do the work
What initiatives will be undertaken from almost infinite possibilities
DemandsDemands
ConstraintsConstraints
ChoicesChoices
© 2008 Prentice-Hall Business Publishing 23
Job A:
Project Team Manager
Job B:
Fast Foods Restaurant Manager
Demands Develop new product with strong market appeal
Hold formal weekly progress meeting with boss
Frequent travel to other company sites
Maintain attractive appearance of restaurant
Keep employee costs as low as possible
Meet standards for speed of service
Two Managerial JobsTwo Managerial Jobs
Adapted from Exhibit 1.3
© 2008 Prentice-Hall Business Publishing 24
Job A:
Project Team Manager
Job B:
Fast Foods Restaurant Manager
Constraints 12 month deadline for product development
Project budget limit of $1 million
No choice in selecting team members
Most employees have limited formal education
Few monetary incentives to reward outstanding performance
Federal and state health and safety regulations
Two Managerial JobsTwo Managerial Jobs
Adapted from Exhibit 1.3
© 2008 Prentice-Hall Business Publishing 25
Job A:
Project Team Manager
Job B:
Fast Foods Restaurant Manager
Choices The organizational structure of the project team
Sequencing of project tasks
Budget allocation
Selection of employee to promote to supervisor
Scheduling of shifts and assignments
Local advertising promotions
Two Managerial JobsTwo Managerial Jobs
Adapted from Exhibit 1.3
© 2008 Prentice-Hall Business Publishing 26
What Skills Do Managers Need?What Skills Do Managers Need?
TECHNICAL SKILLS
Specialized knowledge(Including when and how to use the skills)
TECHNICAL SKILLS
Specialized knowledge(Including when and how to use the skills)
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical abilities
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical abilities
Adapted from Exhibit 1.4
© 2008 Prentice-Hall Business Publishing 27
Imp
ort
ance
Importance of Managerial Skills at Different Organizational LevelsImportance of Managerial Skills at Different Organizational Levels
HighHigh
Low
Interpersonal skills
Technical skills
Conceptual skills
Adapted from Exhibit 1.5
Entry-LevelManagers
Mid-LevelManagers
Top-LevelManagers
© 2008 Prentice-Hall Business Publishing 28
Who Succeeds? Who Doesn’t?Who Succeeds? Who Doesn’t?
Potential leaders share traits early on:Potential leaders share traits early on:
Have survived stressful situationsHave survived stressful situations
Often described as moody or volatile. May be able to keep their temper with superiors during crises but are hostile toward peers and subordinates.
Often described as moody or volatile. May be able to keep their temper with superiors during crises but are hostile toward peers and subordinates.
Maintain composure in stressful situations, are predictable during crises, are regarded as calm and confident.
Maintain composure in stressful situations, are predictable during crises, are regarded as calm and confident.
Bright, with outstanding track recordsBright, with outstanding track records
Have been successful,
but generally only in
one area or type of job.
Have been successful,
but generally only in
one area or type of job.
Have diverse track records, demonstrated ability in many different situations, and a breadth of knowledge of the business or industry.
Have diverse track records, demonstrated ability in many different situations, and a breadth of knowledge of the business or industry.
Those who don’t quite make it:Those who don’t quite make it:
Those who succeed:Those who succeed:
Adapted from Exhibit 1.6
© 2008 Prentice-Hall Business Publishing 29
Who Succeeds? Who Doesn’t?Who Succeeds? Who Doesn’t?
Potential leaders share traits early on:Potential leaders share traits early on:
Ambitious and oriented toward problem solvingAmbitious and oriented toward problem solving
Micromanage a position, may staff with the incorrect people or neglect the talents they have, depend on a single mentor.
Micromanage a position, may staff with the incorrect people or neglect the talents they have, depend on a single mentor.
Keep their minds focused on the next position, develop competent successors, seek advice from many sources.
Keep their minds focused on the next position, develop competent successors, seek advice from many sources.
Have a few flawsHave a few flaws Cover up problems while trying to fix them. If the problem can’t be hidden, they tend to go on the defensive and even blame someone else for it.
Cover up problems while trying to fix them. If the problem can’t be hidden, they tend to go on the defensive and even blame someone else for it.
Make a few mistakes, but when they do, they admit to them and handle them with poise and grace.
Make a few mistakes, but when they do, they admit to them and handle them with poise and grace.
Those who don’t quite make it:Those who don’t quite make it:
Those who succeed:Those who succeed:
Adapted from Exhibit 1.6
© 2008 Prentice-Hall Business Publishing 30
Who Succeeds? Who Doesn’t?Who Succeeds? Who Doesn’t?
Potential leaders share traits early on:Potential leaders share traits early on:
Good people skillsGood people skills May be viewed as charming but political or direct but tactless, cold, and arrogant. People don’t like to work with them
May be viewed as charming but political or direct but tactless, cold, and arrogant. People don’t like to work with them
Can get along well with different types of people, are outspoken without being offensive, are viewed as direct and diplomatic.
Can get along well with different types of people, are outspoken without being offensive, are viewed as direct and diplomatic.
Those who don’t quite make it:Those who don’t quite make it:
Those who succeed:Those who succeed:
Adapted from Exhibit 1.6