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Introducing Modern Management
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Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-1
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1. An understanding of the importance of management to society and individuals
2.An understanding of the role of management
3.An ability to define management in several different ways
4.An ability to list and define the basic functions of management
5.Working definitions of managerial effectiveness and managerial efficiency
6.An understanding of basic management skills and their relative importance to managers
7.An understanding of the universality of management
8.Knowledge of skills that help managers become successful
9. Insights concerning what management careers are and how they evolve
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Management Process and Goal AttainmentBias for action
Closeness to customer
Autonomy and entrepreneurship
Productivity through people
Hands-on, value-driven orientation
“Sticking to the knitting’’
Simple organizational form with lean staff
Simultaneous loose-tight properties
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Management and Organizational Resources
1. Human
2. Monetary
3. Raw materials
4. Capital
• Managerial Effectiveness
• Managerial Efficiency
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Applies to all types of organizationsVaries from one type of organization to another
The Theory of CharacteristicsHenri Fayol
Positive physical and mental qualitiesSpecial knowledge related to operation
B. C. ForbesPersonal qualities
EnthusiasmEarnestness of purposeConfidenceFaith in their own worthiness
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A Definition of Career
Career Stages, Life Stages, and Performance
•Exploration Stage
•Establishment Stage
•Maintenance Stage Career plateauing
•Decline Stage
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Promoting Your Own Career
Special Career Issues• Women Managers
• Dual-Career Couples How Dual-Career Couples Cope
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Defining Management Skill Management Skill: A Classic View
Technical SkillsHuman SkillsConceptual Skills
Management Skill: A Contemporary View1. Define major activities that managers typically perform2. List skills needed to carry out these activities
successfullyMajor activities that modern managers typically
perform:1. Task-related activities2. People-related activities3. Change-related activities
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Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-20
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United
States of America.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall
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