Transcript Chapter Outline • What Is Management? Achieving High Performance: A Manager’s Goal • Why Study Management? • Managerial Functions Planning Organizing Leading Controlling • Types of Managers • IT and.

Chapter Outline
• What Is Management?
Achieving High Performance: A Manager’s Goal
• Why Study Management?
• Managerial Functions
Planning
Organizing
Leading
Controlling
• Types of Managers
• IT and Managerial Roles and Skills
• Challenges for Management in a Global Environment
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Chapter Outline (cont’d)
• Types of Managers
Levels of Management
Areas of Managers
Recent Changes in Managerial Hierarchies
• IT and Managerial Roles and Skills
Managerial Roles Identified by Mintzberg
Being a Manager
Managerial Skills
• Challenges for Management in a Global Environment
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Chapter Outline (cont’d)
• Challenges for Management in a Global Environment
Building a Competitive Advantage
Maintaining Ethical Standards
Managing a Diverse Workforce
Utilizing New Information Technology and Ecommerce
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What Is Management?
• Management
The planning, organizing, leading, and controlling
of human and other resources to achieve
organizational goals effectively and efficiently.
• Managers
The people responsible for supervising the use of
an organization’s resources to meet its goals.
• Resources are organizational assets
People
Skills
Raw materials
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Knowledge
Information
Machinery Financial capital
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Efficiency, Effectiveness, and Performance in an Organization
Figure 1.1
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Why Study Management?
• Proper management directly impacts
improvements in the well-being of a society.
• Studying management helps people to
understand what management is and
prepares them accomplish managerial
activities in their organizations.
• Studying management opens a path to a wellpaying job and a satisfying career.
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Four Functions of Management
Figure 1.2
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Types of Managers
• Levels of management
First-line managers
• Responsible for day-to-day operations. Supervise people
performing activities required to make the good or service.
Middle managers
• Supervise first-line managers. Are responsible to find the
best way to use departmental resources to achieve goals.
Top managers
• Responsible for the performance of all departments and
have cross-departmental responsibility. Establish
organizational goals and monitor middle managers. Form
the top management team along with the CEO and COO.
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Levels of Management
Figure 1.3
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Relative Amount of Time That Managers
Spend on the Four Managerial Functions
Figure 1.4
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Recent Changes in Managerial Hierarchies
• Why?
Global competition
Advances in IT
• Some results:
Restructuring
Empowerment & Self-managed teams
• Examples
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IT and Managerial Roles and Skills
• Managerial Role
The set of specific tasks that a person is expected
to perform because of the position he or she holds
in the organization.
• Roles are directed inside as well as outside
the organization.
• Roles are defined into three role categories
(as identified by Mintzberg):
Interpersonal
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 Informational
 Decisional
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Managerial Roles Identified by Mintzberg
• Decisional
 Entrepreneur
 Disturbance Handler
 Resource Allocator
 Negotiator
• Interpersonal
 Figurehead
 Leader
 Liaison
• Informational
 Monitor
 Disseminator
 Spokesperson
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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.
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Skill Types Needed by Managerial Level
Figure 1.5
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Challenges for Management in
a Global Environment
• Increasing Number of Global Organizations.
• Building a Competitive Advantage
• Maintaining Ethical Standards
• Managing a Diverse Workforce
• Utilizing Information Technology and Ecommerce
• Others…????
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Building Blocks of Competitive Advantage
Figure 1.6
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