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Definition of Management

The attainment of organizational goals in an effective and efficient manner through: Planning Organizing Leading Controlling organizational resources

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Todays Organization and Their Challenges

Technology New business models Strive to remain competitive in the global arena Deal with uncertain environments Cutbacks Massive worldwide economic, political, and social shifts

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Revolution in Management, the New Leader

Ask to do more with less To engage whole employees To see change rather than stability as the nature of things Create vision and cultural values promoting a collaborative workplace

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Two Key Ideas in Defining Management

The four functions Planning Organizing CISCO Leading Controlling Attainment of organizational goals in an effective & efficient manner

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Terms for Understanding Organizational Performance

Organizationsocial entity that is goal directed and deliberately structured Goal directeddesigned to achieve some outcome Deliberately structuredtasks are divided and responsibility for their performance is assigned Effectivenessdegree to which goals are achieved Efficiencyuse of minimal resources to produce the desired volume of output

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Management Functions
Planning Select goals and ways to attain them Resources Human Financial Raw Materials Technological Information Leading Controlling Monitor activities and make corrections Organizing Assign responsibility for task accomplishment Performance Attain goals Products Services Efficiency

Effectiveness

Use influence to motivate employees

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Management Skills

Management Level

Top Managers
Middle Managers First-Line Managers Non-managers (Personnel) Conceptual Skills Human Skills

Technical Skills

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Management Levels

SOURCE: Adapted from Thomas V. Bonoma and Joseph C. Lawler, Chutes and Ladders: Growing the General Manager, Sloan Manageme nt Review (Spring 1989), 27-37.

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Horizontal Differences

Functional managers, responsible for departments that perform a single functional task General managers, responsible for several departments that perform different functions

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Functional Departments
Advertising Sales Finance Human resources Manufacturing Accounting

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A Look at Managerial Activity

Provides for variety Is fragmented Represented by brevity Performs a great deal of work quickly

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Ten Manager Roles

Three Conceptual Categories

Informational Monitor

Interpersonal Figurehead

Decisional Entrepreneur

Disseminator
Spokesperson

Leader
Liaison

Disturbance handler
Resource allocator Negotiator

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Hierarchial Levels
High
Leader role Liaison role

Med

Low Supervisory Managers Middle Managers Top Managers

SOURCE: Based on information from A.I. Kraut, P.R. Pedigo, D.D. McKenna, and M.D. Dunnette, The Role of the Manager: Whats Really Important in Different Management Jobs, Academy of Management Executive 3 (1989), 286-293.

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Characteristics of the New Workplace

Centered around information and ideas Work is free-flowing and flexible Work is often virtual

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Todays Managers
Embrace ambiguity Create organizations that are: Fast Flexible Adaptable Relationship-oriented Focus on: Leadership Staying connected to employees and customers Team building Developing a learning organization
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