Chapter 1 Managing in Turbulent Times. Innovation is the new imperative Organizations cannot survive...
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Transcript of Chapter 1 Managing in Turbulent Times. Innovation is the new imperative Organizations cannot survive...
Chapter 1Managing in Turbulent Times
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Management is the attainment of organizational goals in an effective and efficient manner through
planning, organizing, leading, and controlling organizational resources
Managers get things done through the organization
Create right systems and environment
Organizations need good managers
The Definition of Management
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
• An organization is a social entity that is goal directed and deliberately structured
• Organizational effectiveness – providing a product or service that customers value
• Organizational efficiency refers to the amount of resources used to achieve an organizational goal
Organizational Performance
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1.2 The Process of Management
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1.1 What Do Managers Do?
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• Three categories of skills: conceptual, human, technical
• The degree of the skills may vary but all managers must possess the skills
• The application of management skills change as managers move up the hierarchy
Management Skills
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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• Conceptual skills- ability to see the orgz as a whole and the r/ship among its part
• Human skills-ability to work with and through people effectively
• Technical skills-u/standing of and proficiency in the performance of specific tasks
Management Skills
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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1.3 Relationship ofSkills to Management
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• Missteps and unethical behavior have been in the news• During turbulent times, managers must apply their skills• Common management failures:– Not listening to customers– Misinterpreting signals from marketplace– Not building teams– Inability to execute strategies– Failure to comprehend and adapt to change– Poor communication and interpersonal skills
When Skills Fail
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1.4 Top Causes of Manager Failure
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• Top managers are responsible for the entire organization
• Middle managers are responsible for business units
• First-line managers are responsible for production of goods and services
Management Types: Vertical
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• Functional Managers are responsible for departments that perform specific tasks
• General Managers are responsible for several departments
Management Types: Horizontal
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1.5 Management Levels
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1.6 From Individual Performer to Manager
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The increased workload
The challenge of supervising former peers
The headache of responsibility for other people
Being caught in the middle
Do You Really Want to Be A Manager?
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Adventures in multitasking– Activity characterized by variety, fragmentation, and
brevity– Less than nine minutes on most activities– Managers shift gears quickly
Life on speed dial– Work at unrelenting pace– Interrupted by disturbances– Always working (catching up)
Manager Activities
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Ten Manager Roles
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Informational Monitor
Disseminator
Spokesperson
Interpersonal Figurehead
Leader
Liaison
Decisional Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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• Manager roles are important to understand but they are not discrete activities
• Management can’t be practiced as independent parts
• Managers need time to plan and think
Manager Roles
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1.8 Hierarchical Levels and Importance of Roles
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