Copyright 2012 Pearson Education, Inc.

publishing as Prentice Hall

CHAPTER 1
Introducing Modern Management: Concepts and Skills
CHAPTER OUTLINE
II.

THE IMPORTANCE OF MANAGEMENT

A.
B.
C.

III.

THE MANAGEMENT TASK

A.
B.

C.
when

necessary.
D.
E.

IV.

Managers influence all phases of modern organizations.

Society needs a steady stream of managers to guide its organization.
Many people earn their living as managers.

The Role of Management

1. To guide organizations toward goal accomplishment
2. To combine and use resources for attainment of organizational purpose
Defining Management
1. Defined as the process of reaching organizational goals by working with and
through people and other organizational resources.
The Management Process: Management Functions
1. Planning - Choosing tasks that must be performed to attain organizational
goals, outlining how the tasks must be performed, indicating
they should be performed.
2. Organizing - Assigning tasks developed under planning function to various
individuals or groups within the organization.
3. Influencing -Guiding the activities of organization members in appropriate
directions.
4. Controlling -Measures performance within the organization, compares to
standards, and determines whether modification are
Management Process and Goal Attainment
1. The management functions are interrelated and cannot be separated.
2. The functions must be practiced, not just defined and related.
Management and Organizational Resources
1. Organizational resources available for production include human resources
(working people), monetary (money), raw material, and capital resources
(machinery).
2. Use of resources involves managerial effectiveness and efficiency.
a. Managerial effectiveness involves using organizational resources to meet
organizational goals.
b. Managerial efficiency involves the amount of resources used for what is
desired.

THE UNIVERSALITY OF MANAGEMENT

1

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A.
B.
V.

Management principles are applicable to all organizations and organizational levels.

Theory of characteristics: Fayol and Forbes feel that all managers can benefit from
certain physical, mental, and personal characteristics.

MANAGEMENT SKILL: THE KEY TO MANAGEMENT SUCCESS

A.

Defining Management Skill

1. The ability to carry out the process of process of reaching organizational goals by
working with and through people and other organizational resources.
B. Classical View
1. Technical skills the ability to apply knowledge and expertise to workrelated techniques and procedures
2. Human skills obtaining cooperation from the team
3. Conceptual skills - the ability to see the organization as a whole. Becomes
more important at higher levels of management
B. Contemporary View
1. Defining the major activities that managers typically perform
2. Listing the skills needed to carry out these activities
3. Major activities modern managers perform:
Task-related carry out critical management-related duties (short
term planning, clarify objectives, monitor
operations/performance)
People-related manage people in organization (provide
support/encouragement, provide recognition for
achievements/contributions, develop
skill/confidence,
consult decision making)
Change-related - modify organizational components (monitor external
environment, propose new strategies/vision,
encourage
innovative thinking)
VI.

MANAGEMENT CAREERS
A.
B.

C.

D.

Definition of career: the sequence of work-related positions over a persons

working life.
Careers, Life Stages, and Performance
1. Exploration stage: at the beginning of the career, one must self-analyze and
examine different jobs
2. Establishment stage: one starts to become more productive
3. Maintenance stage: one may continue to grow, stabilize and maintain
performance, or become stagnant
4. Declining stage:
ones productivity declines
Promoting Your Own Career
1. Requires:
a. Tactics
b. Development of a career path
c. Proactively viewing ones self as a business to develop
d. Working for others who can help in the development
Special career issues
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1. Women managers: now face challenges, but they may have an advantage in the
future business environment, as it will emphasize
interrelationships, listening, and motivation. These
are
strengths often attributed to women.
2. Dual-career couples: issues include scheduling and prioritizing.
Essay questions:
1. How does the management process facilitate creation and operation of purposive
organizations through individual activity?
All organizations exist for certain purposes or goals and managers are responsible for
combining and using organizational resources to ensure that the organizations achieve
their purposes. Management helps organizations achieve their purposes or goals by
assigning activities for the members of the organizations to perform. If the activities are
designed effectively, the output of each worker will contribute to the attainment of
organizational goals.
2. Describe in a sequential order the functions that comprise the management process.
Planning, organizing, influencing/leading/directing, controlling this sequence is to be
maintained in the answer.
Planning Choosing tasks that must be performed to attain organizational goals, outlining
how the tasks must be performed, indicating when they should be performed.
Organizing Assigning tasks developed under planning function to various individuals or
groups within the organization.
Influencing Guiding the activities of organization members in appropriate directions.
Controlling Measures performance within the organization, compares to standards, and
determines whether modification are necessary.
3. List and define five characteristics that you think you will need as an effective manager of
a company. Why are these characteristics important to possess?
The characteristics most descriptive of an effective manager are: decisive, productive,
well-informed, determined, energetic, creative, intelligent, responsible, enterprising, having
clarity in the thought process, and self-starting Any of these characteristics may be
mentioned they are all important. Effective managers and effective managing will lead
inevitably to the achievement of the purposes and goals for which they are working in the
organization.
4. How does skill-set requirement change through the different levels of management?
As one moves from lower-level management to upper-level management, conceptual skills
become more important and technical skills less important. This is because as managers
move up in an organization, they become less involved with the actual production activity
and more involved with guiding the organization as a whole.

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall

5. In your opinion, should organizations take initiatives in nurturing dual-career couples?

Highlight few ways in which the couples can design coping mechanisms to overcome their
career difficulties.
Responses will vary by student. Some management theorists believe that organizations can
attract and retain the best performers if they consider nurturing dual-career couples.
Coping mechanisms for couples include developing a commitment to the spouses career
and being flexible about handling home and job oriented issues.