Introduction To Management Class

Introduction to Management Chapter 1

Topics What is management? What do managers do? What challenges do managers at different levels face?

Management is…

Getting Getting work work done done through through others others

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Efficiency Efficiency Effectiveness Effectiveness

Management Functions Classical Management Functions

Updated Management Functions

Planning

Making Things Happen

Controlling

Meeting the Competition

Organizing

Organizing People, Projects, and Processes

Leading Leading 2

Levels of Management Top Level Management

Middle Level Management

First-Line Management

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CEO COO CIO General Mgr Plant Mgr Regional Mgr

Office Manager Shift Supervisor Department Manager Team Leader

Top Managers Responsible Responsible for… for… Creating Creating aa context context for for change change Developing Developing attitudes attitudes of of commitment commitment and and ownership ownership in in employees employees Creating Creating aa positive positive organizational organizational culture culture through through language language and and action action Monitoring Monitoring their their business business environments environments 3.1

Middle Managers Responsible Responsible for… for… Setting Setting objectives objectives consistent consistent with with top top management management goals, goals, planning planning strategies strategies Coordinating Coordinating and and linking linking groups, groups, departments, departments, and and divisions divisions Monitoring Monitoring and and managing managing the the performance performance of of subunits subunits and and managers managers who who report report to to them them 3.2

Implementing Implementing the the changes changes or or strategies strategies generated generated by by top top managers managers

First-Line Managers Responsible Responsible for… for… Managing Managing the the performance performance of of entry-level entry-level employees employees Teaching Teaching entry-level entry-level employees employees how how to to do do their their jobs jobs Making Making schedules schedules and and operating operating plans plans based based on on middle middle management’s management’s intermediate-range intermediate-range plans plans 3.3

Team Leaders Responsible Responsible for… for…

Facilitating Facilitating team team performance performance

Managing Managing external external relationships relationships

Facilitating Facilitating internal internal team team relationships relationships 3.4

Managerial Roles Interpersonal

Informational

Decisional

Figurehead

Monitor

Entrepreneur

Leader

Disseminator

Disturbance Handler

Liaison

Spokesperson Resource Allocator Negotiator

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Adapted from Exhibit 1.3 H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)

What Challenges Do Managers Face? Developing the appropriate skills for managerial work Avoiding “typical” managerial mistakes Making the transition from individual contributor to manager

What Companies Look for in Managers

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Technical Technical Skills Skills

Human Human Skill Skill

Conceptual Conceptual Skill Skill

Motivation Motivation to to Manage Manage

Theory X and Y Managerial beliefs or philosophies with regard to how to manage others Includes assumptions about human behavior as well as what makes a business successful Our beliefs have consequences on how we manage others and the expectations they have of us

Theory X Management's only responsibility is to improve the company's "bottom line." The employees of an organization are tools to be used to meet this goal. People are basically unwilling to work in the best interests of the company, cannot handle responsibility, and must be tightly controlled, prodded, and punished to get their work done.

Theory Y Management should create conditions that enable and encourage employees to attain their own goals by working toward the goals of the organization. Employees are inherently ready to accept responsibility, do a good job, and work in the best interests of the company. It is management's responsibility to create the conditions that will allow employees to develop their fullest potential.

Mistakes Managers Make 1. 1. Insensitive Insensitive to toothers others 2. 2. Cold, Cold,aloof, aloof,arrogant arrogant 3. 3. Betrayal Betrayalof of trust trust 4. 4. Overly Overlyambitions ambitions 5. 5. Specific Specificperformance performance problems problemswith with the thebusiness business 6. 6. Overmanaging: Overmanaging: unable unableto todelegate delegate or orbuild buildaateam team 7. 7. Unable Unableto tostaff staff effectively effectively 8. 8. Unable Unableto tothink thinkstrategically strategically 9. 9. Unable Unableto toadapt adapt to toboss bosswith with different different style style 10. 10.Overdependent Overdependenton onadvocate advocateor ormentor mentor 6

Adapted from Exhibit 1.5 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983

The First Year Management Transition Initial Assumptions

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Reality

 Exercise formal authority

 Cannot be “bossy”

 Manage tasks, not people

 Manage people, not tasks

 Help employees do their jobs

 Coach employee performance

 Hire and fire

 Fast pace, heavy workload