Introduction to Management LECTURE 28: Introduction to Management MGT 101 1.
Introduction to Management
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Transcript of Introduction to Management
©2004 by Nelson, a division of Thomson Canada Limited 1
Chapter 1
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?
©2004 by Nelson, a division of Thomson Canada Limited 3
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.
©2004 by Nelson, a division of Thomson Canada Limited 4
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.
©2004 by Nelson, a division of Thomson Canada Limited 5
Meta-analysisA study of studies.
A statistical approach that provides the best scientific estimate of how well management theories and practices work.
©2004 by Nelson, a division of Thomson Canada Limited 6
What Really Works
Meta-Analysis
©2004 by Nelson, a division of Thomson Canada Limited 7
Management Functions“Old”
Planning Organizing Leading Controlling
“New” Making Things
Happen Meeting the
Competition Organizing
People, Projects, and Processes
©2004 by Nelson, a division of Thomson Canada Limited 8
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.
©2004 by Nelson, a division of Thomson Canada Limited 9
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.
©2004 by Nelson, a division of Thomson Canada Limited 10
Organizing People, Projects, and Processes
Consideration of people issues.
Consideration of work processes.
©2004 by Nelson, a division of Thomson Canada Limited 11
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.
©2004 by Nelson, a division of Thomson Canada Limited 12
Kinds of Managers Top Managers Middle Managers First-Line
Managers Team Leaders
©2004 by Nelson, a division of Thomson Canada Limited 13
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.
©2004 by Nelson, a division of Thomson Canada Limited 14
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.
©2004 by Nelson, a division of Thomson Canada Limited 15
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.
©2004 by Nelson, a division of Thomson Canada Limited 16
Team LeadersResponsible for: Facilitating team
performance. Managing external
relationships. Internal team
relationships.
©2004 by Nelson, a division of Thomson Canada Limited 17
Managerial Roles
Interpersonal- figurehead
- leader- liaison
Informational-monitor
-disseminator-spokesperson
Decisional-entrepreneur
-disturbance handler-resource allocator
-negotiator
Adapted from Exhibit 1.3
©2004 by Nelson, a division of Thomson Canada Limited 18
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.
©2004 by Nelson, a division of Thomson Canada Limited 19
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
©2004 by Nelson, a division of Thomson Canada Limited 20
Relative Importance of Managerial Skills to Different Managerial Jobs
Exhibit 1.4
©2004 by Nelson, a division of Thomson Canada Limited 21
Mistakes Managers Make Insensitive to others Cold, aloof, and/or arrogant Betraying a trust Overly ambitious Specific performance problems
with the business
©2004 by Nelson, a division of Thomson Canada Limited 22
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
©2004 by Nelson, a division of Thomson Canada Limited 23
First-Year Management TransitionManagers’ Initial Expectations Be the boss Formal authority Manage tasks Job is not managing people
Adapted from Exhibit 1.6
©2004 by Nelson, a division of Thomson Canada Limited 24
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
©2004 by Nelson, a division of Thomson Canada Limited 25
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
©2004 by Nelson, a division of Thomson Canada Limited 26
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
©2004 by Nelson, a division of Thomson Canada Limited 27
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
©2004 by Nelson, a division of Thomson Canada Limited 28
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
©2004 by Nelson, a division of Thomson Canada Limited 29
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.