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

Efficiency
Efficiency
Effectiveness
Effectiveness

Management Functions
Classical
Management Functions

Planning
Planning

Making
MakingThings
ThingsHappen
Happen

Controlling
Controlling

Meeting
Meetingthe
theCompetition
Competition

Organizing
Organizing

Organizing
OrganizingPeople,
People,
Projects,
Projects,and
andProcesses
Processes

Leading
Leading
2

Updated
Management Functions

Leading
Leading

Levels of Management
Top Level Management

Middle Level Management

First-Line
Management

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 managements
managementsintermediate-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
Figurehead

Monitor
Monitor

Entrepreneur
Entrepreneur

Leader
Leader

Disseminator
Disseminator

Liaison
Liaison

Spokesperson
Spokesperson

Disturbance
Disturbance
Handler
Handler
Resource
Resource
Allocator
Allocator
Negotiator
Negotiator

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

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
Insensitiveto
toothers
others
2.
2. Cold,
Cold,aloof,
aloof,arrogant
arrogant
3.
3. Betrayal
Betrayalof
oftrust
trust
4.
4. Overly
Overlyambitions
ambitions
5.
5. Specific
Specificperformance
performance problems
problemswith
withthe
thebusiness
business
6.
6. Overmanaging:
Overmanaging: unable
unableto
to delegate
delegateor
or build
buildaateam
team
7.
7. Unable
Unableto
tostaff
staff effectively
effectively
8.
8. Unable
Unableto
tothink
thinkstrategically
strategically
9.
9. Unable
Unableto
toadapt
adaptto
toboss
bosswith
withdifferent
different style
style
10.
10.Overdependent
Overdependent on
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

Exercise
Exerciseformal
formalauthority
authority
Manage
Managetasks,
tasks,
not
notpeople
people
Help
Helpemployees
employees
do
dotheir
theirjobs
jobs
Hire
Hireand
andfire
fire

Reality

Cannot
Cannotbe
bebossy
bossy
Manage
Managepeople,
people,
not
nottasks
tasks
Coach
Coachemployee
employee
performance
performance
Fast
Fastpace,
pace,
heavy
heavyworkload
workload