Chapter 1 Outline 1 1 Who Are Managers Management Views Traditional managers seen as the boss who wields unquestioned power over employees Contemporary top managers support and serve other managers and employees through empowerment Empowerment process of enabling or authorizing an individual to think behave take action and control work and decision making in autonomous ways Types of Managers Top managers develop organization s strategy and are a steward for its vision and mission Functional managers efficiency and effectiveness of an area Supervisory managers team managers responsible for coordinating a subgroup of a particular division or a team composed of members from different parts of the organization Line managers product or service managers leads a team that contributes directly to the products or services Staff managers leads a function that creates indirect inputs i e accounting or finance Project manager planning execution and closing of any project General manager manages a clearly identifiable revenue producing unit i e store business unit product line 4 Basic Management Functions planning organizing leading and controlling Professor Henry Mintzburg 1970s managers must assume 10 roles Interpersonal link all managerial work together interpersonal relationships Figurehead represents the organizations in all matters of formality Top level represents the company legally and socially to those outside of the organization Supervisor represents the work group to higher management and higher management to the work group Leader defines relationship between the manager and employees Liaison interacts with peers and people outside the organization Top level gain favors and information Supervisor maintain flow of work Informational ensure the information is provided Monitor receives and collects information Disseminator transmits special information into the organization Top level manager receives and transmits more information from people outside the organization than the supervisor Spokesperson disseminates the organization s information into its environment Top level industry expert Supervisor unit or department expert Decisional makes significant use of the information Entrepreneur initiates change Disturbance handler deals with threats to the organization Resource allocator chooses where the organization will expend its efforts Negotiator negotiates on behalf of the organization Supervisors performs managerial role with more focuse and short term outlook Figurehead role less important Disturbance handler and negotiator roles more important Leader role is among the most important roles at all levels of management 1 2 Leadership Entrepreneurship and Strategy Leadership social and informal sources of influence that you use to inspire action taken by others Good management requires good leaders and leadership Competition among employers countries for the best and brightest increased labor mobility and the nature of global competition puts pressure on firms to invest in present and future leadership capabilities GE fills CEO positions with individuals who have been developed through the company hires from within Google highly communicative environment Entrepreneurship the recognition of opportunities needs wants problems and challenge and the use or creation of resources to implement innovative ideas for new thoughtfully planned ventures Best identified as a process idea action Bigger problem bigger market for the product or service Catalyst for value creation Strategy creation of an organization s long term purpose articulated in clear goals and objectives that can be incorporated into a coherent plan of action Goal to take advantage of unique resources and capabilities The central integrated externally oriented concept of how an organization will achieve its objectives Strategic management body of knowledge that answers questions about the development and implementation of good strategies Provides clear set of guidelines Who Leadership What Entrepreneurship How Strategy 1 3 Planning Organizing Leading Controlling P O L C Framework Planning setting objectives and determining a course of action for achieving those objectives Environmental scanning planners must be aware of the critical contingencies and trends facing their organizations in terms of economic conditions their competitors and their customers forecast future Establish objectives and timelines Identify alternative courses of action for achieving objectives Evaluate success of their plans and take corrective action Strategic planning analyzing competitive opportunities and threats as well as the strengths and weaknesses of the organization then determining how to position the organization to compete effectively in their environment Long timeframe 3 years Includes entire organization based on mission and conducted by top management Tactical planning intermediate range planning that is designed to develop relatively concrete and specific means to implement the strategic plan Middle level managers conduct this 1 3 years Operational planning generally assumes the existence of organization wide or subunit goals and objectives and specifies ways to achieve them Short range less than one year Supports strategic and tactical planning Organizing involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives Organization chart shows structure of the organization and provides a graphic representation of the chain of command within an organization Organizational design decisions decisions made about the structure of an organization Job design decisions made about the nature of jobs within the organization Narrower the job content does NOT equal more proficiency Departmentalize organize by function product geography or customers Now focus on empowerment job enrichment and teamwork Leading social and informal sources of influence that you use to inspire action taken by others Psychology and sociology have contributed to this Research shows that to become effective at leading managers must first understand their subordinates personalities values attitudes and emotions Studies of motivation motivation theory and communication Controlling ensuring that performance does not deviate from standards 1 Establishing performance standards 2 Comparing actual performance against standards 3 Taking corrective action when necessary Performance standards are often stated in monetary terms
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