management, hitt, black, porter, vahdi boydaş, mensur boydaş

PowerPoint slides by

Susan A. Peterson, Scottsdale Community College

PowerPoint slides by

Susan A. Peterson, Scottsdale Community College

Chapter 1:

The Nature of Management

Chapter 1:

The Nature of Management

m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r

m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r

© 2008 Prentice-Hall Business Publishing 2

Learning ObjectivesLearning Objectives

After studying this chapter, you should be able to:

Define the term management

Explain the major challenges with which managers must deal

Describe how historical research on management has contributed to the current practice of management

Identify and discuss the primary managerial functions

After studying this chapter, you should be able to:

Define the term management

Explain the major challenges with which managers must deal

Describe how historical research on management has contributed to the current practice of management

Identify and discuss the primary managerial functions


Learning ObjectivesLearning Objectives

Explain the three general roles involved in managerial work and the specific roles within each

Explore and describe the three dimensions of managerial jobs

Discuss the primary skills required to be an effective manager

Explain the three general roles involved in managerial work and the specific roles within each

Explore and describe the three dimensions of managerial jobs

Discuss the primary skills required to be an effective manager


What is Management?What is Management?

Management is a process that involves:

Assembling and using sets of resources

Acting in a goal-directed manner to accomplish tasks

Activities carried out in an organizational setting

Management is a process that involves:

Assembling and using sets of resources

Acting in a goal-directed manner to accomplish tasks

Activities carried out in an organizational setting


Managerial ChallengesManagerial Challenges

ManagingEntrepreneurially

ManagingStrategically

ManagingResources

ManagingChange

ManagerialChallenges


Managerial Challenges: Managing ChangeManagerial Challenges: Managing Change

Managing change:

Is the most persistent, pervasive and powerful challenge for managers

Requires managers to gain employee acceptance

Two causes of change:

Technology

Globalization

Managing change:

Is the most persistent, pervasive and powerful challenge for managers

Requires managers to gain employee acceptance

Two causes of change:

Technology

Globalization


Managerial Challenges: Managing ResourcesManagerial Challenges: Managing Resources

Managers must manage resources, including:

Financial capital

Human resources

Physical resources

Technology

Managers must manage resources, including:

Financial capital

Human resources

Physical resources

Technology


Managerial Challenges: Managing StrategicallyManagerial Challenges: Managing Strategically

Managers must:

Develop strategies to achieve the organization’s goals

Implement the strategies effectively by managing human resources

Managers must:

Develop strategies to achieve the organization’s goals

Implement the strategies effectively by managing human resources


Managerial Challenges: Managing EntrepreneuriallyManagerial Challenges: Managing Entrepreneurially

Managing entrepreneurially involves:

Searching for new opportunities

Identifying new ideas for new markets

Emphasizing actions to take advantage of uncertainty

Managing entrepreneurially involves:

Searching for new opportunities

Identifying new ideas for new markets

Emphasizing actions to take advantage of uncertainty


Historical Approaches to ManagementHistorical Approaches to Management

Ancient China and art of warfare

Ancient Egypt and building of pyramids

Roman Empire and building of roads and viaducts

Industrial Revolution and modern management

Ancient China and art of warfare

Ancient Egypt and building of pyramids

Roman Empire and building of roads and viaducts

Industrial Revolution and modern management


What Managers DoWhat Managers Do

Managerial activities differ by:

The functions managers serve

The roles in which managers operate

The dimensions of each manager’s job

Managerial activities differ by:

The functions managers serve

The roles in which managers operate

The dimensions of each manager’s job


Managerial FunctionsManagerial Functions

PlanningPlanningO

rgan

izing

Org

anizin

g

DirectingDirecting

Co

ntr

oll

ing

Co

ntr

oll

ing

ManagingManaging

Adapted from Exhibit 1.1


PlanningPlanning

Planning involves:

Estimating future conditions and circumstances

Making decisions based on these estimations about what work is to be done:

- By the manager

- By all of those for whom she or he is responsible

Planning involves:

Estimating future conditions and circumstances

Making decisions based on these estimations about what work is to be done:

- By the manager

- By all of those for whom she or he is responsible


OrganizingOrganizing

Organizing involves paying attention to:

The structure of relationships among positions

The people occupying those positions

Linking that structure to the overall strategic direction of the organization

Organizing involves paying attention to:

The structure of relationships among positions

The people occupying those positions

Linking that structure to the overall strategic direction of the organization


DirectingDirecting

Directing is the process of influencing other people to attain organizational objectives:

Motivating others

Interacting effectively in group and team situations

Communicating in support of others’ efforts

Directing is the process of influencing other people to attain organizational objectives:

Motivating others

Interacting effectively in group and team situations

Communicating in support of others’ efforts


ControllingControlling

Regulating the work of those for whom a manager is responsible, including:

Setting standards of performance in advance

Monitoring ongoing (real‑time) performance

Assessing a completed performance

Results of the control process (evaluation) are fed back to the planning process

Regulating the work of those for whom a manager is responsible, including:

Setting standards of performance in advance

Monitoring ongoing (real‑time) performance

Assessing a completed performance

Results of the control process (evaluation) are fed back to the planning process


Managerial RolesManagerial Roles

InterpersonalRoles

InterpersonalRoles Figurehead Figurehead LeaderLeader LiaisonLiaison


Figurehead: attending ceremonial activities

Leader: influencing or directing others

Liaison: contacting others outside the formal chain of command

Figurehead: attending ceremonial activities

Leader: influencing or directing others

Liaison: contacting others outside the formal chain of command



InformationalRoles

InformationalRoles MonitorMonitor DisseminatorDisseminator SpokespersonSpokesperson


Monitor: seeking information to be aware of crucial developments

Disseminator: receiving and sending information

Spokesperson: representing the views of the unit for which he/she is responsible

Monitor: seeking information to be aware of crucial developments

Disseminator: receiving and sending information

Spokesperson: representing the views of the unit for which he/she is responsible



DecisionalRoles

DecisionalRoles EntrepreneurEntrepreneur Disturbance-

handlerDisturbance-

handlerResource-allocator

Resource-allocator NegotiatorNegotiator


Entrepreneur: exploring new opportunities

Disturbance-handler: acting as a judge or problem solver in conflicts among employees

Resource-allocator: deciding how resources will be distributed

Negotiator: making accommodations with other units

Entrepreneur: exploring new opportunities

Disturbance-handler: acting as a judge or problem solver in conflicts among employees

Resource-allocator: deciding how resources will be distributed

Negotiator: making accommodations with other units


Managerial Job DimensionsManagerial Job Dimensions

Activities or duties that must be carried out

Standards or levels of minimum performance that must be met

Activities or duties that must be carried out

Standards or levels of minimum performance that must be met

DemandsDemands



Factors that limit the response of the manager:

Time

Budgets

Technology

Attitudes of subordinates

Legal regulations

Factors that limit the response of the manager:

Time

Budgets

Technology

Attitudes of subordinates

Legal regulations

DemandsDemands

ConstraintsConstraints



Discretionary behavior

How work is to be done

How much work is to be done

Who will do the work

What initiatives will be undertaken from almost infinite possibilities

Discretionary behavior

How work is to be done

How much work is to be done

Who will do the work

What initiatives will be undertaken from almost infinite possibilities

DemandsDemands

ConstraintsConstraints

ChoicesChoices


Job A:

Project Team Manager

Job B:

Fast Foods Restaurant Manager

Demands Develop new product with strong market appeal

Hold formal weekly progress meeting with boss

Frequent travel to other company sites

Maintain attractive appearance of restaurant

Keep employee costs as low as possible

Meet standards for speed of service

Two Managerial JobsTwo Managerial Jobs



Job A:


Job B:


Constraints 12 month deadline for product development

Project budget limit of $1 million

No choice in selecting team members

Most employees have limited formal education

Few monetary incentives to reward outstanding performance

Federal and state health and safety regulations




Job A:


Job B:


Choices The organizational structure of the project team

Sequencing of project tasks

Budget allocation

Selection of employee to promote to supervisor

Scheduling of shifts and assignments

Local advertising promotions




What Skills Do Managers Need?What Skills Do Managers Need?

TECHNICAL SKILLS

Specialized knowledge(Including when and how to use the skills)

TECHNICAL SKILLS

Specialized knowledge(Including when and how to use the skills)

INTERPERSONAL SKILLS

Sensitivity, persuasiveness, empathy

INTERPERSONAL SKILLS

Sensitivity, persuasiveness, empathy

CONCEPTUAL SKILLS

Logical reasoning, judgment, analytical abilities

CONCEPTUAL SKILLS

Logical reasoning, judgment, analytical abilities



Imp

ort

ance

Importance of Managerial Skills at Different Organizational LevelsImportance of Managerial Skills at Different Organizational Levels

HighHigh

Low

Interpersonal skills

Technical skills

Conceptual skills


Entry-LevelManagers

Mid-LevelManagers

Top-LevelManagers


Who Succeeds? Who Doesn’t?Who Succeeds? Who Doesn’t?

Potential leaders share traits early on:Potential leaders share traits early on:

Have survived stressful situationsHave survived stressful situations

Often described as moody or volatile. May be able to keep their temper with superiors during crises but are hostile toward peers and subordinates.

Often described as moody or volatile. May be able to keep their temper with superiors during crises but are hostile toward peers and subordinates.

Maintain composure in stressful situations, are predictable during crises, are regarded as calm and confident.

Maintain composure in stressful situations, are predictable during crises, are regarded as calm and confident.

Bright, with outstanding track recordsBright, with outstanding track records

Have been successful,

but generally only in

one area or type of job.

Have been successful,

but generally only in

one area or type of job.

Have diverse track records, demonstrated ability in many different situations, and a breadth of knowledge of the business or industry.

Have diverse track records, demonstrated ability in many different situations, and a breadth of knowledge of the business or industry.

Those who don’t quite make it:Those who don’t quite make it:

Those who succeed:Those who succeed:





Ambitious and oriented toward problem solvingAmbitious and oriented toward problem solving

Micromanage a position, may staff with the incorrect people or neglect the talents they have, depend on a single mentor.

Micromanage a position, may staff with the incorrect people or neglect the talents they have, depend on a single mentor.

Keep their minds focused on the next position, develop competent successors, seek advice from many sources.

Keep their minds focused on the next position, develop competent successors, seek advice from many sources.

Have a few flawsHave a few flaws Cover up problems while trying to fix them. If the problem can’t be hidden, they tend to go on the defensive and even blame someone else for it.

Cover up problems while trying to fix them. If the problem can’t be hidden, they tend to go on the defensive and even blame someone else for it.

Make a few mistakes, but when they do, they admit to them and handle them with poise and grace.

Make a few mistakes, but when they do, they admit to them and handle them with poise and grace.







Good people skillsGood people skills May be viewed as charming but political or direct but tactless, cold, and arrogant. People don’t like to work with them

May be viewed as charming but political or direct but tactless, cold, and arrogant. People don’t like to work with them

Can get along well with different types of people, are outspoken without being offensive, are viewed as direct and diplomatic.

Can get along well with different types of people, are outspoken without being offensive, are viewed as direct and diplomatic.




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