Chapter 1

2. Chapter 1 The Management Process Today

3. Learning Objectives • Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals • Distinguish among planning, organizing, leading, and controlling (the four managerial functions), and explain how managers’ ability to handle each one can affect organizational performance

4. Learning Objectives • Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy • Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform tasks more efficiently and effectively • Discuss the principal challenges managers face in today’s increasingly competitive global environment

5. What is Management? • Management • The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently

6. What is Management? • Organizations • Collections of people who work together and coordinate their actions to achieve a wide variety of goals

7. What is Management? • Managers • The people responsible for supervising the use of an organization’s resources to meet its goals • Resources include people, skills, know-how, machinery, raw materials, computers and IT, and financial capital

8. Achieving High Performance • Organizational Performance • A measure of how efficiently and effectively managers use organizational resources to satisfy customers and achieve goals

9. Efficiency, Effectiveness, andPerformance in an Organization Figure 1.1

10. Organizational Performance • Efficiency • A measure of how well or productively resources are used to achieve a goal. • Effectiveness • A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.

11. Why study management? • The more effective and efficient use an organization can make of resources, the greater the relative well-being of people • Almost all of us encounter managers because most people have jobs and bosses • Understanding management is one important path toward obtaining a satisfying career

12. Four Tasks of Management Figure 1.2

13. Planning • Planning • Process of identifying and selecting appropriate goals and courses of action

14. Steps in the Planning Process • Deciding which goals to pursue • Deciding what courses of action to adopt • Deciding how to allocate organizational resources

15. Planning • Strategy • cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals

16. Organizing • Organizing • structuring working relationships in a way that allows organizational members to interact and cooperate to achieve organizational goals

17. Organizing • Organizational Structure • A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals

18. Leading • Leading • Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in attaining organizational goals

19. Controlling • Controlling • Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance • The outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness

20. Question? What is a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques?A. OrganizationB. DepartmentC. TeamD. Presentation Group

21. Levels and Skills of Managers • Department • A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs

22. Levels of Management • First line managers • Responsible for the daily supervision of non-managerial employees • Middle managers • Supervise first-line managers and is responsible for finding the best way to use resources to achieve organizational goals

23. Levels of Management • Top managers • establish organizational goals, decide how departments should interact, and monitor the performance of middle managers

24. Levels of Managers Figure 1.3

25. Relative Amount of Time That Managers Spend on the Four Managerial Tasks Figure 1.4

26. Levels of Managers • Top-management team • group composed of the CEO, COO, and the heads of the most important departments

27. Question? Which management skill is the ability to understand, alter, lead, and control the behavior of other individuals and groups? • Conceptual • Human • Technical • Technological

28. Managerial Skills • Conceptual skills • The ability to analyze and diagnose a situation and distinguish between cause and effect. • Human skills • The ability to understand, alter, lead, and control the behavior of other individuals and groups. • Technical skills • The specific knowledge and techniques required to perform an organizational role.

29. Question? What is the specific set of abilities that allows one manager to perform at a higher level than another manager?A. Skill-setsB. SKAsC. CompetenciesD. Skill traits

30. Technical Skills • Core competency • Specific set of skills, abilities, and experiences that allows one organization to outperform its competitors

31. Types and Levels of Managers Figure 1.5

32. Recent Changes in Management Practices • Restructuring • downsizing an organization by eliminating the jobs of large numbers of top, middle, or first-line managers and non-managerial employees

33. Recent Changes in Management Practices • Outsourcing • contracting with another company, usually in a low cost country abroad, to perform an activity the company previously performed itself • Promotes efficiency by reducing costs and allowing an organization to make better use of its remaining resources

34. Empowerment and Self-Managed Teams • Empowerment • Expansion of employees’ knowledge, tasks, and decision-making responsibilities

35. Empowerment and Self-Managed Teams • Self-managed team • a group of employees with the responsibility for organizing, controlling, and supervising their own activities and for monitoring the quality of the goods and services they provide

36. Challenges for Management ina Global Environment • Rise of Global Organizations. • Building a Competitive Advantage. • Maintaining Ethical and Socially Responsible Standards. • Managing a Diverse Workforce. • Practicing Global Crisis Management.

37. Challenges for Management ina Global Environment • Global organizations • organizations that operate and compete in more than one country

38. Building Competitive Advantage • Competitive advantage • Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do

39. Building Blocks of Competitive Advantage Figure 1.6

40. Building a Competitive Advantage • Increasing Efficiency • Increasing Quality • Increasing Speed, Flexibility, and Innovation • Increasing Responsiveness to Customers

41. Building a Competitive Advantage • Innovation • process of creating new or improved goods and services or developing better ways to produce or provide them

42. Practicing Global Crisis Management Crisis management involves making important choices about how to: • Create teams to facilitate rapid decision making and communication • Establish the organizational chain of command • Recruit and select the right people • Develop bargaining and negotiating strategies to manage conflicts

43. Video Case: Southwest CEO • What skills does Southwest CEO, Gary Kelly, possess that make him a successful manager? • What challenges lie ahead for Gary Kelly, and what do you think will be needed to successfully meet them?

44. Movie example: Fast Times at Ridgemont High • What could Brad have done differently to make the situation better?