ch01

CHAPTER 1
Copyright 2005 McGraw-Hill Australia Pty Ltd

PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin
11
LECTURE OUTLINE
Overview of management
What managers actually do
Managerial qualities
Management job roles
21st century management

12
OVERVIEW OF MANAGEMENT
Management is achievement of
organisational goals through the
major functions of planning,
organising, leading and
controlling.

13
Planning
The process of setting goals and deciding how best to
achieve them.
Organising
The process of allocating human and non-human resources
so that plans can be carried out successfully.
Leading
The process of influencing others to engage in the work
behaviours necessary to reach organisational goals.
Controlling
The process of regulating organisational activities so that
actual performance conforms to expected organisational
standards and goals.
14
Achievement
Achievementof
oforganisational
organisationalgoals
goalsvia:
via:
1.
1. Planning
Planning
2.
2. Organising
Organising
3.
3. Leading
Leading
4.
4. Controlling
Controlling
15
THE MANAGEMENT PROCESS

To be successful, the functions of planning,
leading, organising and controlling need to be
linked to:
work agenda
work methods and roles.
With reliance upon an organisational pool of

knowledge and management skills, which leads to:
organisational performance.

16
THE MANAGEMENT PROCESS

Knowledge Base
& Key
Management Skills
Work
Agenda
Work
Methods &
Roles
Management
Functions:
Planning
Organising
Leading
Controlling
Performance
(goal achievement)

17
WHAT MANAGERS ACTUALLY DO

Henry Mintzbergs study of managers
concluded:
They perform great quantity of
work at unrelenting pace.
Work is typically varied,
fragmented, brief.
Prefer to deal with current,
specific, ad hoc issues.

18
WHAT MANAGERS ACTUALLY DO

Effective managers are at the centre of a
network of contacts.
Prefer verbal communicationespecially
via phone.
Control of own activitiesgood information
essential for this control.

19
MANAGERIAL ROLES
Interpersonal
Informational
Decisional

110
INTERPERSONAL ROLE
Figureheads: Projecting a set of values,
communicating an image.
Leader role: Needs to be informed, as well as
informing. Leadership skills commonly lacking in

managers.
Liaison role: Developing channels of
communication, especially informal channels with

other corporate directors, political connections,
media, public figures.
111
INFORMATIONAL ROLE
Monitor: Sifting, sorting, selecting information (to
help set the agenda)phone, meetings, memos,

social functions, mail, public gatherings.
Disseminator: The passing of relevant
information to subordinates.
Spokesperson: Has to be able to express it,
have solid verbal skillsright message at right

time.

112
DECISIONAL ROLE
Entrepreneurial: Ability to identify opportunities
and threatsable to do this in diverse situations

work or leisure.
Disturbance handler: More information
available, more likely correct decision is made.
Resource allocator: To divisions or departments;
managers need to have an understanding of what

resources are needed for effective functioning
(e.g. budget gamesmanship).

113
DECISIONAL ROLE
Negotiator: Managers need precise and relevant
information to facilitate this role. Therefore, the best

managers:
Place themselves at the centre of a vast network
of contacts that are social, political, occupational,

organisational, international.
Can sift, sort, and select valuable information.
Have secretaries who network, who filter and edit
information to avoid overload.

114
MANAGERIAL WORK AGENDAS

Kotters study of managers suggested that
managers focus their efforts through work

agendas, i.e.:
A loosely connected set of tentative goals and
tasks that a manager is attempting to accomplish.
Such agendas address immediate and long-term
job responsibilities supported by formal
organisational plans.

115
MANAGERIAL KNOWLEDGE,
SKILLS & PERFORMANCE
Knowledge base
Managers need a relevant, fairly extensive

knowledge base for their particular managerial job.
This may be in several areas e.g.:
Knowledge of industry
Knowledge of product
Knowledge of market
Knowledge of technology

116
Skills base
Managers also need particular skills in order to

function effectively in achieving their objectives.
Key skills include:
Technical skills
Human relations skills
Conceptual skills

117
Performance goals
Managers must also be able to function in two key
ways:
Effectively
an ability to choose and achieve appropriate goals
Efficiently
an ability to make the best use of resources

118
VERTICAL DIFFERENCES IN
MANAGEMENT ROLES
Top managersplanning, conceptual skills
Middle managersmixed skill needs
First line managers/supervisorsleading, technical skills
Operational level staff

119
HORIZONTAL DIFFERENCES
IN MANAGEMENT ROLES
Functional managers
Specific, technical focus
General managers
Broad, whole of organisation/unit responsibilities
Project managers
Integrative, team focus

120
MANAGING IN THE
21st CENTURY
Change & innovation/technology

Diversity: markets, products & staff
Globalisation
Quality & organisational development

121
LECTURE SUMMARY
Overview of management
Management function (PLOC)
What managers actually do
Roles: interpersonal, decisional, informational, negotiator

Work agenda & methods
Managerial knowledge, skills &
performance
Management job types

Vertical & horizontal differences in management roles
Managing in the 21st century
Change, innovation, diversity, globalisation, quality &

organisational development

122

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CHAPTER 1

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE MANAGEMENT PROCESS

With reliance upon an organisational pool of

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE MANAGEMENT PROCESS

Copyright 2005 McGraw-Hill Australia Pty Ltd

WHAT MANAGERS ACTUALLY DO

They perform great quantity of

work at unrelenting pace.

Work is typically varied,

Prefer to deal with current,

specific, ad hoc issues.

Copyright 2005 McGraw-Hill Australia Pty Ltd

WHAT MANAGERS ACTUALLY DO

essential for this control.

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

informing. Leadership skills commonly lacking in

communication, especially informal channels with

help set the agenda)phone, meetings, memos,

Disseminator: The passing of relevant

Spokesperson: Has to be able to express it,

have solid verbal skillsright message at right

Copyright 2005 McGraw-Hill Australia Pty Ltd

and threatsable to do this in diverse situations

Disturbance handler: More information

available, more likely correct decision is made.

Resource allocator: To divisions or departments;

managers need to have an understanding of what

Copyright 2005 McGraw-Hill Australia Pty Ltd

information to facilitate this role. Therefore, the best

of contacts that are social, political, occupational,

information to avoid overload.

Copyright 2005 McGraw-Hill Australia Pty Ltd

MANAGERIAL WORK AGENDAS

managers focus their efforts through work

Copyright 2005 McGraw-Hill Australia Pty Ltd

Managers need a relevant, fairly extensive

Copyright 2005 McGraw-Hill Australia Pty Ltd

Managers also need particular skills in order to

Copyright 2005 McGraw-Hill Australia Pty Ltd

an ability to choose and achieve appropriate goals

an ability to make the best use of resources

Copyright 2005 McGraw-Hill Australia Pty Ltd

Middle managersmixed skill needs

First line managers/supervisorsleading, technical skills

Operational level staff

Copyright 2005 McGraw-Hill Australia Pty Ltd

Change & innovation/technology

Copyright 2005 McGraw-Hill Australia Pty Ltd

Management function (PLOC)

What managers actually do

Roles: interpersonal, decisional, informational, negotiator

Managerial knowledge, skills &

Management job types

Managing in the 21st century

Change, innovation, diversity, globalisation, quality &

Copyright 2005 McGraw-Hill Australia Pty Ltd

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