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Effective Management Strategies for Today's Leaders

This chapter delves into classical and updated management functions, emphasizing planning, controlling, organizing, and leading to meet competition. It discusses organizational dynamics, leadership roles, and the interpersonal, informational, and decisional aspects of managerial work, including skills needed for effective management. The text outlines common mistakes managers make and key practices for obtaining competitive advantage through people management.

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Effective Management Strategies for Today's Leaders

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  1. Effective Management 2nd Edition Chuck Williams CHAPTER ONEManagement Prepared byDeborah BakerTexas Christian University

  2. Getting workdone throughothers Efficiency Effectiveness Management is… 1

  3. Classical Management Functions Updated Management Functions Planning Controlling Organizing Leading Making Things Happen Meeting the Competition Organizing People, Projects, and Processes Leading Management Functions 1

  4. Making Things Happen • Determine what you want to accomplish • Plan how to achieve those goals • Gather and manage the information needed to make good decisions • Control performance 2.1

  5. Meeting the Competition • Consider the threat from international competitors • Have a well-thought-out competitive strategy • Embrace change and foster new product and service ideas • Structure their organizations to adapt to changing customers and competitors 2.2

  6. Organizing People, Projects, and Processes • Consideration of people issues • Consideration of work processes 2.3

  7. Leading • Motivation • Inspiration • Communication • Perspiration 2.4

  8. Kinds of Managers • Top Managers • Middle Managers • First-Line Managers • Team Leaders More 3

  9. Interpersonal Informational Decisional Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator Managerial Roles Adapted from Exhibit 1.3 H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973) 4

  10. Technical Skills Human Skill Conceptual Skill Motivation to Manage What Companies Look for in Managers 5

  11. 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitions 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor Mistakes Managers Make Adapted from Exhibit 1.5McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983 6

  12. 1. Employment Security 2. Selective Hiring 3. Self-Managed Teams and Decentralization 4. High Wages Contingent on Organizational Performance 5. Training and Skill Development 6. Reduction of Status Differences 7. Sharing Information Competitive Advantage through People MANAGEMENT PRACTICES Adapted from Exhibit 1.7 8

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