1 chapter managers and management copyright ©2013 pearson education1-1
TRANSCRIPT
1Chapter
ManagersandManagement
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Learning Outcomes
• Tell who managers are and where they work.• Define management.• Describe what managers do.• Explain why it’s important to study
management.• Describe the factors that are reshaping and
redefining management.
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Who Are Managers?Where Do They Work?
• Organization– A deliberate arrangement of people brought
together to accomplish a specific purpose
• Common Characteristics of Organizations– Goals– People – Structure
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How Are Managers Different from Nonmanagerial Employees?• Nonmanagerial Employees – People who work directly on a job or task and
have no responsibility for overseeing the work of others
– Examples: Associates and Team Members
• Managers – Individuals in organizations who direct the
activities of others
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What Titles Do Managers Have?
• Top Managers – Make decisions about the direction of the
organization– Examples: President, Chief Executive Officer, Vice-
President• Middle Managers – Manage the activities of other managers – Examples: District Manager, Division Manager
• First-line Managers – Direct nonmanagerial employees– Examples: Supervisor, Team Leader
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What Is Management?
Management is the process of getting things done effectively and efficiently, with and through people.•Effectiveness – “Doing the right things”: the tasks that help an
organization reach its goals
•Efficiency – “Doing things right”: the efficient use of such
resources as people, money, and equipment
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What Do Managers Do?
In the functions approach proposed by French industrialist Henri Fayol, all managers perform certain activities or functions.
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Four Management Functions
• Planning – Defining the organizational purpose and ways to
achieve it• Organizing – Arranging and structuring work to accomplish
organizational goals• Leading – Directing the work activities of others
• Controlling – Monitoring, comparing, and correcting work
performance
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What Are Management Roles?
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Minzberg Manager’s Role: Update
Manager’s role is to influence action by:1. Managing actions directly2. Managing people who take action3. Managing information that propels people to
take action
Manager’s dual roles include:1. Framing2. Scheduling
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What Skills Do Managers Need?
• Conceptual Skills – Used to analyze and diagnose complex situations
• Interpersonal Skills – Used to work with, understand, and motivate
individuals and groups• Technical Skills – Involve job-specific knowledge and techniques
required to perform tasks• Political Skills – Used to build a power base and establish
connections
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Is the Manager’s Job Universal?
• Level in the Organization• Profit vs. Nonprofit
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Why Study Management?
• We all benefit from efficiently and effectively run businesses.
• Well-managed organizations prosper even in challenging economic times.
• After graduation, most students become managers or are managed.
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What Factors Are Reshaping and Redefining Management?Today, managers must deal with:– Changing workplaces– Ethical and trust issues– Global economic
uncertainties– Changing technologies
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Trader Joe’s success results from outstanding customer service.
Why Are Customers Important?
• Without customers, most organizations would cease to exist.
• Employee attitudes and behaviors play a big part in customer satisfaction.
• Managers must create a customer-responsive environment where employees are friendly, knowledgeable, and sensitive to customer needs.
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Why Is Innovation Important?
• “Nothing is more risky than not innovating.”
• Innovation isn’t only important for high technology companies; it is essential in all types of organizations.
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History Module
A Brief History of Management’s Roots
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Early Management
• Management has been practiced for thousands of years.
• Organized projects were directed by people responsible for planning, organizing, leading, and controlling.
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Classical Approaches (1911–1947)
Scientific Management– Frederick W. Taylor
described scientific management as a method of scientifically finding the “one best way to do a job.”
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Other Classical Approaches
General Administrative Theory– Focused on what constituted
good management.– Henri Fayol identified five
management functions and 14 management principles.
– Max Weber described the bureaucracy as an ideal rational form of organization.
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Behavioral Approaches
Early management writers included:– Robert Owen, who was concerned about
deplorable working conditions– Hugo Munsterberg, a pioneer the field of
industrial psychology– Mary Parker Follett, who recognized that
organizations could be viewed from both individual and group behavior perspectives
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The Hawthorne Studies
• Studies conducted at the Hawthorne Works of the Western Electric Company: – Provided new insights into
individual and group behaviorat work.
– Concluded that group pressures can significantly impact individual productivity.
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Quantitative Approaches
• Quantitative Approach– Used quantitative techniques to improve decision-
making.– Evolved from mathematical and statistical
solutions developed for military problems during World War II.
– W. Edwards Deming and Joseph M. Duran’s ideas became the basis for total quality management (TQM).
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Contemporary Approaches
• Focused on managers’ concerns outside the organization– Organizations are open systems that are influenced by
and interact with their environments. – Fred Feildler’s contingency approach states that
organizations, employees, and situations require different managerial approaches.
– Dramatic changes in information technology connect nearly everyone in an organization, and managers now supervise employees remotely.
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