Chapter 1 Managers and Entrepreneurs

1. Chapter 1 Managers and Entrepreneurs

2. MANAGEMENT DEFINED • Management is the process of working with and through others to achieve organizational objectives in a changing environment. Central to this process is the effective and efficient use of limited resources.

3. MANAGEMENT DEFINED(continued) Figure 1.1 Key Aspects of the Management Process • Working with and through others • Achieving organizational objectives • Balancing effectiveness and efficiency • Getting the most out of limited resources

4. Figure 1.2 Balancing Effectiveness and Efficiency

5. THE EVOLUTION OF PRODUCT QUALITY • The fix-it-in approach • The inspect-it-in approach • The build-it-in approach • The design-it-in approach

6. Figure 1.1 Key Aspects of the Management Process

7. Figure 1.4 Identifiable Functions in the Management Process

8. MINTZBERG’S MANAGERIAL ROLES Figure 1.5 Interpersonal Roles 1. Figurehead 2. Leader 3. Liaison

9. MINTZBERG’S MANAGERIAL ROLES(continued) Informational Roles 4. Nerve center 5. Disseminator 6. Spokesperson

10. MINTZBERG’S MANAGERIAL ROLES(continued) Decisional Roles 7. Entrepreneur 8. Disturbance handler 9. Resource allocator 10. Negotiator

11. Interpersonal roles Figure 1.5 Mintzberg’s Managerial Roles (a) Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

12. Figure 1.5 Mintzberg’s Managerial Roles (b) Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

13. Figure 1.5 Mintzberg’s Managerial Roles (c) Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

14. THINGS MANAGERS LOSE THEIR RIGHT TO DO • Lose your temper. • Be one of the gang. • Bring your personal problems to work.

15. THINGS MANAGERS LOSE THEIR RIGHT TO DO(continued) • Vent your frustrations and express all your opinions at work. • Resist change. • Pass the buck on tough assignments. • Get even with your adversaries.

16. THINGS MANAGERS LOSE THEIR RIGHT TO DO(continued) • Play favorites. • Put your self-interests first. • Ask others to do what you wouldn’t do. • Expect to be immediately recognized and rewarded for doing a good job.

17. THE FORMULA FOR MANAGERIAL SUCCESS S = A x M x O Success = Ability X Motivation to manage X Opportunity

18. MOTIVATION TO MANAGE SURVEY Instructions: Rate yourself on each of the following dimensions and calculate your total score. 1. Favorable attitude toward those in positions of authority, such as superiors. 1---2---3---4---5---6---7---8---9---10

19. MOTIVATION TO MANAGE SURVEY(continued) 2. Desire to engage in games or sports competition with peers. 1---2---3---4---5---6---7---8---9---10 3. Desire to engage in occupational or work- related competition with peers. 1---2---3---4---5---6---7---8---9---10

20. MOTIVATION TO MANAGE SURVEY(continued) 4. Desire to assert oneself and take charge. 1---2---3---4---5---6---7---8---9---10 5. Desire to exercise power and authority over others. 1---2---3---4---5---6---7---8---9---10

21. MOTIVATION TO MANAGE SURVEY(continued) 6. Desire to behave in a distinctive way, which includes standing out from the crowd. 1---2---3---4---5---6---7---8---9---10 7. Sense of responsibility in carrying out the routine duties associated with managerial work. 1---2---3---4---5---6---7---8---9---10

22. MOTIVATION TO MANAGE SURVEY(continued) Total score=_______ Scale: 7-21 = Low motivation to manage 22-49 = Moderate motivation to manage 50-70 = High motivation to manage

23. HOW DO MANAGERS LEARN TO MANAGE? (THE SCHOOL OF HARD KNOCKS) • Making a big mistake • Being overstretched by a difficult assignment • Feeling threatened • Being stuck in an impasse or dilemma • Suffering an injustice at work • Losing out to someone else • Being personally attacked

24. PROFILE OF THE 21st CENTURY MANAGER(continued) Quality / ethics / environmental impacts: Forethought (unifying themes) Power bases: Knowledge; relationships; rewards

25. PROFILE OF THE 21st CENTURY MANAGER(continued) Primary organizational unit: Team Interpersonal dealings: Cooperation; win-win

26. PROFILE OF THE 21st CENTURY MANAGER(continued) Learning: Continuous (lifelong; learner-driven) Problems: Opportunities for learning and continuous improvement

27. PROFILE OF THE 21st CENTURY MANAGER(continued) Change and conflict: Anticipate / seek / channel Information: Increase access / share

28. ETHICSSURVEY Question: By a show of hands, how many of you have observed each of the following ethical problems in the workplace during the past year? • Lying to supervisors • Lying on reports or falsifying records • Stealing and theft • Sexual harassment • Abusing drugs or alcohol • Conflict of interest

29. TRAIT PROFILE FOR ENTREPRENEURS • Focus on envisioned futures • Emphasize external / market dimensions • Display a medium-to-high tolerance for ambiguity • Exhibit moderate-to-high risk-taking behavior • Obtain motivation from a need to achieve • Possess technical knowledge and experience in the innovative area

30. Figure 1.9 Acquiring the Ability to Manage by Merging Theory and Practice