Management 9e - 1

8/3/2019 Management 9e - 1

http://slidepdf.com/reader/full/management-9e-1 1/24

MANAGEMENT 9e

BY

Schermerhorn



Chapter 1: Introducing Management

eBay ± What comes fir st? The chicken or the egg? ±

Do big ideas drive best practices? Or do the needs of business ultimately dictate the cr eative ideas?

Annual eBay Net RevenuesFounding of eBay (1977) $ 0.2 Addition of PayPal (1999) $224.7

Acquisition of Half.com (2000) $431.4 Acquisition of LatinAmerican Auction sites Mercado Libr e, Lokou, and iBazar (2001) $ 748.8 Acquisition of PayPal (2002) $1,214.1 Acquisition of 25% of Craigslist (2004) $3,271.3

Acquisition of Skype (2005) $ 4, 552.4



Innovation vs. Implementation

Management today is focused on innovation

as the process of both cr eating new ideas and putting them into practice.

± Insight - Business alliances

± Cr eativity - Acquisitions

± Implementation - Vision

± Technology - ???

± competition



Class discussion:

Given eBay¶s str ength in the online auction market, does it need to innovate still mor e?

Can you suggest an innovation that wouldbenefit either eBay or its customer s?

Is ther e room for competition? What would ittake to enter such market?



Working Today

Intellectual Capital ± Collective brain

power of a workplace. Globalization ± WWW

Technology ± how it aff ects business?

Diver sity ± the diff er ences among people

Ethics ± a code of moral principles

Car eer ± per sonal initiatives and self r enewal



The Organization

An or ganization is a collection of people

working together to achieve a common purpose.

A unique social phenomenon thatenables its member s to perform tasks far

beyond the r each of individualaccomplishment.

All or ganizations shar e a broad purpose-providing goods or services to customer s.



Organizational Performance

For an or ganization to perform well, its

r esources must be well utilized and its customer s must be well served.

± Value cr eation measur ed by: Productivity ± quantity and quality of work performance.

Eff ectiveness ± output measur e of task accomplishment. Efficiency ± measur e of r esource cost associated withgoal accomplishment.



Managers in the New Workplace

What is the role of manager s in the workplace?

What is a manager?

Manager s and the ever changing natur e

of or ganizations. Expectations and delivery of r esults



What is a Manager?

People in the or ganization who dir ectly support,

supervise, and help activate the work effort andperformance accomplishments of other s.

± Team leader s - Department heads

± Supervisor s - Project manager s

± Dean - Pr esident

± Administrator - And mor e



Manager¶s Responsibilities:

Manger s ar e r esponsible for their own

work and for the overall performance and accomplishments of a team, workgroup, department or even an

or ganization as a whole.



Levels of Managers:

Top managers ± r esponsible for the

performance of an or ganization as a whole or for one of its lar gest parts

Middle managers ± in char ge of r elativelylar ge departments or divisions consisting of several smaller work units

Team leaders / supervisors ± in char ge of asmall work group composed of a non-managerial worker s



Types of Managers:

Line Managers ± r esponsible for work that makes adir ect contribution to the or ganization¶s outputs.

Staff Managers ± use special technical expertise toadvise and support the effort of line worker s

Functional Manager s ± r esponsible for single ar ea of activity (finance, marketing, HR)

General Managers ± r esponsible for activities covering many functional ar eas (plant manager s)

Administrators ± working in a public or nonprofitor ganizations (hospitals, city)



Functions of Management:

PlanningOr ganizing

Leading

Controlling



Planning

Planning is the process of setting objectives

and determining what should be done toaccomplish them.

± Desir ed r esults

± How to achieve / obtain the r esults

(Read example on page 17)



Organizing

Or ganization is the process of assigning

tasks, allocating r esources, and coordinating work activities.

± Defining jobs

± Assigning per sonnel

± Supporting with technology and other r esources



Leading

Leading is the process of arousing

enthusiasm and inspiring efforts to achieve goals.

± Build commitments to vision

± Encourage activities to support goal ± Influence other s to do the best

(Read example on page 18)



Controlling

Controlling is the process of measuring

performance and taking action to ensur e desir ed r esults.

± Comparing r esults to objectives

± Taking corr ective actions as needed

± Gathering and interpr eting r eports on performance



Managerial Activities and Roles

Interper sonal Roles Informational Roles

Decisional Roles



Interpersonal Roles

How the manager interacts with other people

± Figur ehead

± Leader

± Liaison



Informational Roles

How a manager exchanges and processes

information

± Monitor

± Disseminator

± Spokesper son



Decisional Roles

How a manager uses information in decision

making

± Entr epr eneur

± Disturbance handler

± Resource allocator

± Negotiator



Managers Skills

A skill is the ability to translate knowledge into

action that results in desired performance. A technical skill is the ability to use a special

proficiency or expertise to perform particular tasks.

A Human skill is the ability to work well in cooperation with other people. ± Emotional intelligence ± the ability to manage our selves and

our r elationship eff ectively

A conceptual skill is the ability to think analyticallyand solve complex problems.



Chapter 1 Applications ± Case 1

Take 10 minutes to r ead the case. (pg 26-27)

Discuss r eview questions

Class discussion



Chapter 1 Review

What ar e some of the challenges of working

today? (pg 23) Who ar e manager s, and what do they do?

(pg 24)

What is the management process? (pg 24)

How do you lear n managerial skills andcompetencies? (pg 24)

Management 9e - 1

Documents

Transcript of Management 9e - 1