Introduction To Management
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Chapter 1 Management
©2004 by Nelson, a division of Thomson Canada Limited
1
What Would You Do?
Mario had founded a small management consulting firm in Moncton. Opportunities to help firms build and manage competitive intelligence were many. What are the challenges Mario faces? What should Mario do? ©2004 by Nelson, a division of Thomson Canada Limited
2
Learning Objectives: What is Management? After discussing this section you should be able to: 1. describe what management is. 2. explain the three functions of management. ©2004 by Nelson, a division of Thomson Canada Limited
3
Management is … Getting work done through others. Managers are concerned with:
efficiency
getting work done with a minimum of expense or waste.
effort,
effectiveness
accomplishing tasks that help fulfill organizational objectives.
©2004 by Nelson, a division of Thomson Canada Limited
4
Meta-analysis A study of studies.
A statistical approach that provides the best scientific estimate of how well management theories and practices work.
©2004 by Nelson, a division of Thomson Canada Limited
5
What Really Works Meta-Analysis
©2004 by Nelson, a division of Thomson Canada Limited
6
Management Functions
“Old” Planning Organizing Leading Controlling
©2004 by Nelson, a division of Thomson Canada Limited
“New” Making Things Happen Meeting the Competition Organizing People, Projects, and Processes 7
Making Things Happen
Determining what you want to accomplish. Planning how to achieve those goals. Gathering and managing the information needed to make good decisions. Controlling performance. ©2004 by Nelson, a division of Thomson Canada Limited
8
Meeting the Competition
Consider the threat from international competitors. Have a well-thought-out competitive strategy. Be able to embrace change and foster new product and service ideas. Structure their organizations to quickly adapt to changing customers and competitors. ©2004 by Nelson, a division of Thomson Canada Limited
9
Organizing People, Projects, and Processes
Consideration of people issues.
Consideration of work processes.
©2004 by Nelson, a division of Thomson Canada Limited
10
Learning Objectives: What Do Managers Do? After discussing this section, you should be able to: 3. describe different kinds of managers. 4. explain the major roles and subroles that managers perform in their jobs. ©2004 by Nelson, a division of Thomson Canada Limited
11
Kinds of Managers
Top Managers Middle Managers First-Line Managers Team Leaders
©2004 by Nelson, a division of Thomson Canada Limited
12
Top Managers Responsible for: Creating a context for change. Developing attitudes of commitment and ownership in employees. Creating a positive organizational culture through language and action. Monitoring their business ©2004 by Nelson, a division of Thomson Canada Limited
13
Middle Managers Responsible for: Planning and allocating resources to meet objectives. Coordinating and linking groups, department and divisions. Monitoring and managing the performance of the subunits and individual managers who report to them. Implementing the changes or strategies generated by top managers. ©2004 by Nelson, a division of Thomson Canada Limited
14
First-Line Managers Responsible for: Managing the performance of entrylevel employees. Teaching entry-level employees how to do their jobs. Making detailed schedules and operating plans on middle management’s intermediate range plans. ©2004 by Nelson, a division of Thomson Canada Limited
15
Team Leaders Responsible for: Facilitating team performance. Managing external relationships. Internal team relationships.
©2004 by Nelson, a division of Thomson Canada Limited
16
Managerial Roles Interpersonal - figurehead - leader - liaison
Informational -monitor -disseminator -spokesperson
Decisional -entrepreneur -disturbance handler -resource allocator -negotiator
Adapted from Exhibit 1.3 ©2004 by Nelson, a division of Thomson Canada Limited
17
Learning Objectives: What Does It Take to Be a Manager? After discussing this section, you should be able to: 5. explain what companies look for in managers. 6. discuss the top mistakes that managers make in their jobs. 7. describe the transition that employees go through when they are promoted to management. ©2004 by Nelson, a division of Thomson Canada Limited
18
What Companies Look for in Managers
Technical Skills
Human Skill
Ability to work with others
Conceptual Skill
Specialized knowledge
Ability to see the whole organization
Motivation to Manage
A desire to be in charge
©2004 by Nelson, a division of Thomson Canada Limited
19
Relative Importance of Managerial Skills to Different Managerial Jobs
Exhibit 1.4 ©2004 by Nelson, a division of Thomson Canada Limited
20
Mistakes Managers Make
Insensitive to others Cold, aloof, and/or arrogant Betraying a trust Overly ambitious Specific performance problems with the business
©2004 by Nelson, a division of Thomson Canada Limited
21
Mistakes Managers Make
Overmanaging: unable to delegate or build a team Unable to staff effectively Unable to think strategically Unable to boss with different style Overdependent on advocate or mentor ©2004 by Nelson, a division of Thomson Canada Limited
22
First-Year Management Transition Managers’ Initial Expectations Be the boss Formal authority Manage tasks Job is not managing people
Adapted from Exhibit 1.6 ©2004 by Nelson, a division of Thomson Canada Limited
23
First-Year Management Transition After Six Months as a Manager Initial expectations were wrong Fast pace Heavy workload Job is to be problem-solver and trouble-shooter for subordinates Adapted from Exhibit 1.6 ©2004 by Nelson, a division of Thomson Canada Limited
24
First-Year Management Transition After a Year as a Manager No longer “doers” Communication, listening, & positive reinforcement Job is people development
Adapted from Exhibit 1.6 ©2004 by Nelson, a division of Thomson Canada Limited
25
The Transition to Management Initial Assumptions Exercise formal authority Managing tasks not people Help employees do their jobs Hire and fire ©2004 by Nelson, a division of Thomson Canada Limited
Reality Cannot be “bossy” Manage people not tasks Coach employee performance Fast pace, heavy workload 26
Learning Objectives: Why Management Matters After reading this section, you should be able to: 8. explain how and why companies can create competitive advantage through people ©2004 by Nelson, a division of Thomson Canada Limited
27
Competitive Advantage Through People: Management Practices
Employment security Selective hiring Self-managed teams and decentralization High wages contingent on organizational performance
Training and skill development Reduction of status differences Sharing information
©2004 by Nelson, a division of Thomson Canada Limited Adapted from Exhibit 1.7
28
What Really Happened
Theriault developed in-house capabilities for collecting and analyzing information. A market niche was and potential partnerships with competitors were identified. Leadership identified the niche and the strategy. The company structure was based on growth and use of technology. 29 ©2004 by Nelson, a division of Thomson Canada Limited
©2004 by Nelson, a division of Thomson Canada Limited
1
What Would You Do?
Mario had founded a small management consulting firm in Moncton. Opportunities to help firms build and manage competitive intelligence were many. What are the challenges Mario faces? What should Mario do? ©2004 by Nelson, a division of Thomson Canada Limited
2
Learning Objectives: What is Management? After discussing this section you should be able to: 1. describe what management is. 2. explain the three functions of management. ©2004 by Nelson, a division of Thomson Canada Limited
3
Management is … Getting work done through others. Managers are concerned with:
efficiency
getting work done with a minimum of expense or waste.
effort,
effectiveness
accomplishing tasks that help fulfill organizational objectives.
©2004 by Nelson, a division of Thomson Canada Limited
4
Meta-analysis A study of studies.
A statistical approach that provides the best scientific estimate of how well management theories and practices work.
©2004 by Nelson, a division of Thomson Canada Limited
5
What Really Works Meta-Analysis
©2004 by Nelson, a division of Thomson Canada Limited
6
Management Functions
“Old” Planning Organizing Leading Controlling
©2004 by Nelson, a division of Thomson Canada Limited
“New” Making Things Happen Meeting the Competition Organizing People, Projects, and Processes 7
Making Things Happen
Determining what you want to accomplish. Planning how to achieve those goals. Gathering and managing the information needed to make good decisions. Controlling performance. ©2004 by Nelson, a division of Thomson Canada Limited
8
Meeting the Competition
Consider the threat from international competitors. Have a well-thought-out competitive strategy. Be able to embrace change and foster new product and service ideas. Structure their organizations to quickly adapt to changing customers and competitors. ©2004 by Nelson, a division of Thomson Canada Limited
9
Organizing People, Projects, and Processes
Consideration of people issues.
Consideration of work processes.
©2004 by Nelson, a division of Thomson Canada Limited
10
Learning Objectives: What Do Managers Do? After discussing this section, you should be able to: 3. describe different kinds of managers. 4. explain the major roles and subroles that managers perform in their jobs. ©2004 by Nelson, a division of Thomson Canada Limited
11
Kinds of Managers
Top Managers Middle Managers First-Line Managers Team Leaders
©2004 by Nelson, a division of Thomson Canada Limited
12
Top Managers Responsible for: Creating a context for change. Developing attitudes of commitment and ownership in employees. Creating a positive organizational culture through language and action. Monitoring their business ©2004 by Nelson, a division of Thomson Canada Limited
13
Middle Managers Responsible for: Planning and allocating resources to meet objectives. Coordinating and linking groups, department and divisions. Monitoring and managing the performance of the subunits and individual managers who report to them. Implementing the changes or strategies generated by top managers. ©2004 by Nelson, a division of Thomson Canada Limited
14
First-Line Managers Responsible for: Managing the performance of entrylevel employees. Teaching entry-level employees how to do their jobs. Making detailed schedules and operating plans on middle management’s intermediate range plans. ©2004 by Nelson, a division of Thomson Canada Limited
15
Team Leaders Responsible for: Facilitating team performance. Managing external relationships. Internal team relationships.
©2004 by Nelson, a division of Thomson Canada Limited
16
Managerial Roles Interpersonal - figurehead - leader - liaison
Informational -monitor -disseminator -spokesperson
Decisional -entrepreneur -disturbance handler -resource allocator -negotiator
Adapted from Exhibit 1.3 ©2004 by Nelson, a division of Thomson Canada Limited
17
Learning Objectives: What Does It Take to Be a Manager? After discussing this section, you should be able to: 5. explain what companies look for in managers. 6. discuss the top mistakes that managers make in their jobs. 7. describe the transition that employees go through when they are promoted to management. ©2004 by Nelson, a division of Thomson Canada Limited
18
What Companies Look for in Managers
Technical Skills
Human Skill
Ability to work with others
Conceptual Skill
Specialized knowledge
Ability to see the whole organization
Motivation to Manage
A desire to be in charge
©2004 by Nelson, a division of Thomson Canada Limited
19
Relative Importance of Managerial Skills to Different Managerial Jobs
Exhibit 1.4 ©2004 by Nelson, a division of Thomson Canada Limited
20
Mistakes Managers Make
Insensitive to others Cold, aloof, and/or arrogant Betraying a trust Overly ambitious Specific performance problems with the business
©2004 by Nelson, a division of Thomson Canada Limited
21
Mistakes Managers Make
Overmanaging: unable to delegate or build a team Unable to staff effectively Unable to think strategically Unable to boss with different style Overdependent on advocate or mentor ©2004 by Nelson, a division of Thomson Canada Limited
22
First-Year Management Transition Managers’ Initial Expectations Be the boss Formal authority Manage tasks Job is not managing people
Adapted from Exhibit 1.6 ©2004 by Nelson, a division of Thomson Canada Limited
23
First-Year Management Transition After Six Months as a Manager Initial expectations were wrong Fast pace Heavy workload Job is to be problem-solver and trouble-shooter for subordinates Adapted from Exhibit 1.6 ©2004 by Nelson, a division of Thomson Canada Limited
24
First-Year Management Transition After a Year as a Manager No longer “doers” Communication, listening, & positive reinforcement Job is people development
Adapted from Exhibit 1.6 ©2004 by Nelson, a division of Thomson Canada Limited
25
The Transition to Management Initial Assumptions Exercise formal authority Managing tasks not people Help employees do their jobs Hire and fire ©2004 by Nelson, a division of Thomson Canada Limited
Reality Cannot be “bossy” Manage people not tasks Coach employee performance Fast pace, heavy workload 26
Learning Objectives: Why Management Matters After reading this section, you should be able to: 8. explain how and why companies can create competitive advantage through people ©2004 by Nelson, a division of Thomson Canada Limited
27
Competitive Advantage Through People: Management Practices
Employment security Selective hiring Self-managed teams and decentralization High wages contingent on organizational performance
Training and skill development Reduction of status differences Sharing information
©2004 by Nelson, a division of Thomson Canada Limited Adapted from Exhibit 1.7
28
What Really Happened
Theriault developed in-house capabilities for collecting and analyzing information. A market niche was and potential partnerships with competitors were identified. Leadership identified the niche and the strategy. The company structure was based on growth and use of technology. 29 ©2004 by Nelson, a division of Thomson Canada Limited
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