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Chapter 1Chapter 1
©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing
Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman
Patricia M. FandtPatricia M. Fandt
Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer
University of Central FloridaUniversity of Central Florida
Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman
Patricia M. FandtPatricia M. Fandt
Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer
University of Central FloridaUniversity of Central Florida
Management and Managers:Yesterday, Today, and Tomorrow
Management and Managers:Yesterday, Today, and Tomorrow
Transparency 1-2Transparency 1-2© 2001 South-Western Publishing© 2001 South-Western Publishing
1.Define the concept of management within an organizational context and as a process.
2.Identify the roles played by managers.
3.Discuss the responsibilities of functional and general managers.
4.Describe the three levels of managers in terms of the skills they need and the activities in which they are involved.
Learning ObjectivesSlide 1 of 2
Learning ObjectivesSlide 1 of 2
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5.Describe the environmental trends that are affecting the way organizations operate and managers do their jobs.
6.Identify and discuss the organizational changes that are affecting managers’ jobs.
7.Describe the manager of tomorrow in terms of both managerial style and the competencies that will be necessary for success.
Learning ObjectivesSlide 2 of 2
Learning ObjectivesSlide 2 of 2
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The process of administering and coordinating resources effectively and efficiently in an effort to achieve the
goals of the organization.
Management DefinedManagement Defined
Transparency 1-5Transparency 1-5© 2001 South-Western Publishing© 2001 South-Western Publishing
Effectiveness vs. EfficiencyEffectiveness vs. Efficiency
Effectiveness is achieved when the organization pursues appropriate goals. This means “doing the right thing.”
Efficiency is achieved by using fewer inputs (e.g., people, money) to generate a given output. This means “doing things right.”
Transparency 1-6Transparency 1-6© 2001 South-Western Publishing© 2001 South-Western Publishing
What Is An Organization?What Is An Organization?
An organization is a group of individuals who work together toward common goals.
Transparency 1-7Transparency 1-7© 2001 South-Western Publishing© 2001 South-Western Publishing
What Do All Organizations Have in Common?
What Do All Organizations Have in Common?
They are made up of people, and the efforts of these people must be coordinated if the organization is
to accomplish its goals.
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PlanningPlanningPlanningPlanning
ControllingControllingControllingControlling
OrganizingOrganizingOrganizingOrganizing
LeadingLeadingLeadingLeading
OrganizationalOrganizationalgoalsgoals
The Four Functions of Management
Slide 1 of 3
The Four Functions of Management
Slide 1 of 3
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The Four Functions of Management
Slide 2 of 3
The Four Functions of Management
Slide 2 of 3
• Planning– Setting goals and defining the actions necessary
to achieve those goals.
• Organizing– The process of determining the tasks to be
done, who will do them, and how those tasks will be managed and coordinated.
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The Four Functions of Management
Slide 3 of 3
The Four Functions of Management
Slide 3 of 3
• Leading– Motivating and directing the members of the
organization so that they contribute to the achievement of the goals of the organization.
• Controlling– Monitoring the performance of the
organization, identifying deviations between planned and actual results, and taking corrective action when necessary.
Transparency 1-11Transparency 1-11© 2001 South-Western Publishing© 2001 South-Western Publishing
ManagersManagers
Managers are the people who plan, organize, lead, and control the
activities of the organization so that its goals can be achieved.
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Decisional rolesDecisional roles
• EntrepreneurEntrepreneur
• Disturbance handlerDisturbance handler
• Resource allocatorResource allocator
• NegotiatorNegotiator
Decisional rolesDecisional roles
• EntrepreneurEntrepreneur
• Disturbance handlerDisturbance handler
• Resource allocatorResource allocator
• NegotiatorNegotiator
Interpersonal rolesInterpersonal roles
• FigureheadFigurehead
• LeaderLeader
• LiaisonLiaison
Interpersonal rolesInterpersonal roles
• FigureheadFigurehead
• LeaderLeader
• LiaisonLiaison
Informational rolesInformational roles
• MonitorMonitor
• DisseminatorDisseminator
• SpokespersonSpokesperson
Informational rolesInformational roles
• MonitorMonitor
• DisseminatorDisseminator
• SpokespersonSpokesperson
Mintzberg’s Managerial RolesSlide 1 of 4
Mintzberg’s Managerial RolesSlide 1 of 4
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Mintzberg’s Managerial RolesSlide 2 of 4
Mintzberg’s Managerial RolesSlide 2 of 4
• Interpersonal Roles– The manager’s responsibility for managing
relationships with organizational members and other constituents:• Figurehead• Leader• Liaison
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Mintzberg’s Managerial RolesSlide 3 of 4
Mintzberg’s Managerial RolesSlide 3 of 4
• Informational Roles– The manager’s responsibility for gathering and
disseminating information to the stakeholders of the organization:• Monitor• Disseminator• Spokesperson
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Mintzberg’s Managerial RolesSlide 4 of 4
Mintzberg’s Managerial RolesSlide 4 of 4
• Decisional Roles– The manager’s responsibility for processing
information and reaching conclusions:• Entrepreneur• Disturbance handler• Resource allocator• Negotiator
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Functional managers
General managers
Managers who are responsible for managing a work unit that is grouped based on the function served.
Managers who are responsible for managing several different departments that are responsible for different tasks.
Scope of ResponsibilityScope of Responsibility
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Chief Executive Chief Executive General Parts Inc.General Parts Inc.Chief Executive Chief Executive
General Parts Inc.General Parts Inc.
Plant Plant ManagerManager
Plant Plant ManagerManager
Service Service ManagerManagerService Service
ManagerManagerAccount Account ManagerManagerAccount Account ManagerManager
Payroll Payroll ManagerManagerPayroll Payroll
ManagerManager
A functional manager is a manager responsible for a work group
segmented by function.
VP of VP of ProductionProduction
VP of VP of ProductionProduction
VP of VP of FinanceFinanceVP of VP of
FinanceFinance
Functional ManagerFunctional Manager
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General Manager General Manager Supermarket, Inc.Supermarket, Inc.General Manager General Manager Supermarket, Inc.Supermarket, Inc.
Produce Produce ManagerManagerProduce Produce ManagerManager
Bakery Bakery ManagerManagerBakery Bakery
ManagerManagerGrocery Grocery ManagerManagerGrocery Grocery ManagerManager
General ManagerGeneral Manager
A general manager is a manager responsible for several different work
groups segmented by task.
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Top-levelTop-level
ManagersManagers
Top-levelTop-level
ManagersManagers
Middle ManagersMiddle ManagersMiddle ManagersMiddle Managers
First-line ManagersFirst-line ManagersFirst-line ManagersFirst-line Managers
Operational EmployeesOperational EmployeesOperational EmployeesOperational Employees
Levels of ManagementLevels of Management
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First-lineFirst-lineManagementManagement
MiddleMiddleManagementManagement
Top-LevelTop-LevelManagementManagement
ConceptualConceptual
HumanHuman
TechnicalTechnical
ConceptualConceptual
HumanHuman
TechnicalTechnical
ConceptualConceptual
HumanHuman
TechnicalTechnical
Skills Needed at DifferentLevels of Management
Slide 1 of 3
Skills Needed at DifferentLevels of Management
Slide 1 of 3
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Skills Needed at Different Levels of Management
Slide 2 of 3
Skills Needed at Different Levels of Management
Slide 2 of 3
• Technical Skills– The ability to utilize tools, techniques, and
procedures that are specific to a particular field.
• Human Skills– The ability to work effectively with others.
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Skills Needed at Different Levels of Management
Slide 3 of 3
Skills Needed at Different Levels of Management
Slide 3 of 3
• Conceptual Skills– The ability to analyze complex situations and
respond effectively to the challenges faced by the organization.
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A condition of rapid, dramatic, complex, and unpredictable changes that has a significant effect on the ways in which organizations are managed.
HyperchangeHyperchange
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Managing in the 21st Century: Environmental Trends
Managing in the 21st Century: Environmental Trends
Advances inInformation Technology
Globalization ofthe Marketplace
IncreasingPredominance of
Entrepreneurial Firms
The GrowingImportance of
Intellectual Capital
Transparency 1-25Transparency 1-25© 2001 South-Western Publishing© 2001 South-Western Publishing
The Changing The Changing Chief Executive Chief Executive
OfficerOfficer
The Changing The Changing Chief Executive Chief Executive
OfficerOfficer
Increasing Increasing Diversity in the Diversity in the
WorkplaceWorkplace
Increasing Increasing Diversity in the Diversity in the
WorkplaceWorkplace
From Hierarchy From Hierarchy to Self-Managed to Self-Managed
TeamsTeams
From Hierarchy From Hierarchy to Self-Managed to Self-Managed
TeamsTeams
A New A New Organizational Organizational
ModelModel
A New A New Organizational Organizational
ModelModel
Managing in the 21st Century: Organizational Changes
Managing in the 21st Century: Organizational Changes
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The Contemporary ManagerSlide 1 of 2
The Contemporary ManagerSlide 1 of 2
• The New Manager Profile– Managers will no longer think of themselves as
“the boss,” but will view themselves as sponsors, team leaders, or internal consultants.
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The Contemporary ManagerSlide 2 of 2
The Contemporary ManagerSlide 2 of 2
• Competencies of Tomorrow’s Managers– The great communicator– The team player– The technology master– The problem solver– The foreign ambassador– The change maker– The 21st-century leader