Introduction to Management

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©2004 by Nelson, a division of Thomson Canada Limited 1 Chapter 1 Management

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Introduction to Management for small businesses.

Transcript of Introduction to Management

Page 1: Introduction to Management

©2004 by Nelson, a division of Thomson Canada Limited 1

Chapter 1

Management

Page 2: Introduction to Management

©2004 by Nelson, a division of Thomson Canada Limited 2

What Would You Do? Mario had founded a small

management consulting firm in Moncton.

Opportunities to help firms build and manage competitive intelligence were many.

What are the challenges Mario faces? What should Mario do?

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Learning Objectives: What is Management?After discussing this section you should be able to:

1. describe what management is.2. explain the three functions of management.

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Management is …Getting work done through others.

Managers are concerned with: efficiency

getting work done with a minimum of effort, expense or waste.

effectiveness accomplishing tasks that help fulfill

organizational objectives.

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Meta-analysisA study of studies.

A statistical approach that provides the best scientific estimate of how well management theories and practices work.

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What Really Works

Meta-Analysis

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Management Functions“Old”

Planning Organizing Leading Controlling

“New” Making Things

Happen Meeting the

Competition Organizing

People, Projects, and Processes

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Making Things Happen Determining what you want to

accomplish. Planning how to achieve those goals. Gathering and managing the

information needed to make good decisions.

Controlling performance.

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Meeting the Competition Consider the threat from international

competitors. Have a well-thought-out competitive

strategy. Be able to embrace change and foster

new product and service ideas. Structure their organizations to quickly

adapt to changing customers and competitors.

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Organizing People, Projects, and Processes

Consideration of people issues.

Consideration of work processes.

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Learning Objectives: What Do Managers Do?After discussing this section, you should be able to:

3. describe different kinds of managers.4. explain the major roles and subroles

that managers perform in their jobs.

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Kinds of Managers Top Managers Middle Managers First-Line

Managers Team Leaders

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Top ManagersResponsible for: Creating a context for change. Developing attitudes of commitment

and ownership in employees. Creating a positive organizational

culture through language and action. Monitoring their business

environments.

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Middle ManagersResponsible for: Planning and allocating resources to

meet objectives. Coordinating and linking groups,

department and divisions. Monitoring and managing the

performance of the subunits and individual managers who report to them.

Implementing the changes or strategies generated by top managers.

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First-Line ManagersResponsible for: Managing the performance of entry-level

employees. Teaching entry-level employees how to

do their jobs. Making detailed schedules and operating

plans on middle management’s intermediate range plans.

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Team LeadersResponsible for: Facilitating team

performance. Managing external

relationships. Internal team

relationships.

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Managerial Roles

Interpersonal- figurehead

- leader- liaison

Informational-monitor

-disseminator-spokesperson

Decisional-entrepreneur

-disturbance handler-resource allocator

-negotiator

Adapted from Exhibit 1.3

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Learning Objectives: What Does It Take to Be a Manager?After discussing this section, you should be able to:

5. explain what companies look for in managers.6. discuss the top mistakes that managers make in their jobs.7. describe the transition that employees go

through when they are promoted to management.

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What Companies Look for in Managers

Technical Skills Specialized knowledge

Human Skill Ability to work with others

Conceptual Skill Ability to see the whole organization

Motivation to Manage A desire to be in charge

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Relative Importance of Managerial Skills to Different Managerial Jobs

Exhibit 1.4

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Mistakes Managers Make Insensitive to others Cold, aloof, and/or arrogant Betraying a trust Overly ambitious Specific performance problems

with the business

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Mistakes Managers Make Overmanaging: unable to delegate

or build a team Unable to staff effectively Unable to think strategically Unable to boss with different style Overdependent on advocate or

mentor

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First-Year Management TransitionManagers’ Initial Expectations Be the boss Formal authority Manage tasks Job is not managing people

Adapted from Exhibit 1.6

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First-Year Management TransitionAfter Six Months as a Manager Initial expectations were wrong Fast pace Heavy workload Job is to be problem-solver and

trouble-shooter for subordinates

Adapted from Exhibit 1.6

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First-Year Management Transition

After a Year as a Manager No longer “doers” Communication, listening, &

positive reinforcement Job is people development

Adapted from Exhibit 1.6

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The Transition to ManagementInitial

Assumptions Exercise formal

authority Managing tasks

not people Help employees do

their jobs Hire and fire

Reality Cannot be “bossy” Manage people

not tasks Coach employee

performance Fast pace, heavy

workload

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Learning Objectives:Why Management MattersAfter reading this section, you should be able to:

8. explain how and why companies can create competitive advantage through people

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Competitive Advantage Through People: Management Practices Employment

security Selective hiring Self-managed teams

and decentralization High wages

contingent on organizational performance

Training and skill development

Reduction of status differences

Sharing information

Adapted from Exhibit 1.7

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What Really Happened Theriault developed in-house capabilities

for collecting and analyzing information. A market niche was and potential

partnerships with competitors were identified.

Leadership identified the niche and the strategy.

The company structure was based on growth and use of technology.