Williams 4e Chapter 01

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Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1

Management Is«

Effectiveness

Effectiveness

Efficiency

Efficiency

Getting workGetting workdone throughdone through

othersothers

1

1




Efficiency and Effectiveness

Efficiency

Getting work done with a minimum of effort,

expense, or waste

Doings things right²most output for leastinput

Effectiveness

Accomplishing tasks that help fulfill

organizational objectives Doing the right things




Management Functions

Planning

Organizing

Leading

Controlling

Management Functions

2

2




Planning

2.1

2.1

Planning

Determining organizational goals and a

means for achieving them




What Really Works: Meta-Analysis

General Mental Ability

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

probability of success 76%

This statistic shows that an employee hired on the basis of a good score

on a general mental ability test stands a 76 percent chance of being a

better performer than someone picked at random from the pool of all job

applicants.

Meta-Analysis is a study of studies that

shows what works and when.




Organizing

Deciding where decisions will be made

Who will do what jobs and tasks

Who will work for whom

2.2

2.2




Leading

MotivatingMotivating

InspiringInspiring

LeadingLeading

2.32.3

For Anne Mulcahy, CEO of Xerox,

the key to successful leadership is

communicating with the company¶s

most important constituents:

employees and customers.




Controlling

2.42.4

Controlling

Monitoring progress toward goal

achievement and taking corrective action

when needed




The Control Process

2.42.4

Set standards to

achieve goals

Compare actualperformance to

standards

Make changesto return

performance to

standards




Kinds of Managers

Top Managers

Middle Managers

First-Line Managers

Team Leaders

33




Top Managers

33.13.1

Chief Executive Officer (CEO)

Chief Operating Officer (COO)

Chief Financial Officer (CFO)

Chief Information Officer (CIO)




Responsibilities of Top Managers

Creating a context for changeCreating a context for change

Developing commitment

and ownership in employees

Developing commitment

and ownership in employees

Creating a positive organizational

culture through language and action

Creating a positive organizational

culture through language and action

Monitoring their business environmentsMonitoring their business environments

3.13.1




Middle Managers

33.23.2

Plant Manager

Regional Manager

Divisional Manager




Responsibilities of Middle Managers

3.23.2

Coordinate and link groups,

departments, and divisions

Coordinate and link groups,

departments, and divisions

Monitor and manage the performance

of subunits and managers who report to them

Monitor and manage the performance

of subunits and managers who report to them

Implement changes or strategies

generated by top managers

Implement changes or strategies

generated by top managers

Plan and allocate resources to meet objectivesPlan and allocate resources to meet objectives




First-Line Managers

33.33.3

Office Manager

Shift Supervisor

Department Manager




Responsibilities of First-Line Managers

3.33.3

Manage the performance of

entry-level employees

Manage the performance of

entry-level employees

Encourage, monitor, and reward

the performance of workers

Encourage, monitor, and reward

the performance of workers

Teach entry-level employees how to do their jobsTeach entry-level employees how to do their jobs

Make detailed schedules and operating plansMake detailed schedules and operating plans




Responsibilities of Team Leaders

Facilitate team performanceFacilitate team performance

Facilitate internal team relationshipsFacilitate internal team relationships

3.43.4

Manage external relationsManage external relations




Managerial Roles

H. Mintzberg, ³The Manager¶s Job: Folklore and Fact:.´ Harvard Business Review, July-August 1975.

Adapted from Exhibit 1.444

Interpersonal Informational Decisional

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance

Handler

Resource

Allocator

Negotiator




Managerial Roles

Figurehead

Leader

Liaison

Managers perform ceremonial duties

Managers motivate and encourage

workers to accomplish objectives

Managers deal with people outside

their units

4.14.1

Interpersonal Roles




Managerial Roles

4.24.2

Monitor

Disseminator

Spokesperson

Managers scan their environmentfor information

Managers share information

with others in their company

Managers share information

with others outside their

departments or companies

Informational Roles




Entrepreneur

Disturbance

Handler

Resource

Allocator

Negotiator

Managerial Roles

4.34.3

Managers adapt to incremental change

Managers respond to problems that

demand immediate action

Managers decide who gets

what resources

Managers negotiate schedules,

projects, goals, outcomes, resources,

and raises

Decisional Roles




What Companies Look for

in Managers

T echnical SkillsT echnical Skills Human SkillsHuman Skills

Conceptual SkillsConceptual Skills Motivation to ManageMotivation to Manage

55




Managers¶ Skills

Skills Approach ± Technical skills

» Knowledge and proficiency in a specific field

Human skills� The ability to work well with other people

Conceptual skills

� The ability to think and conceptualize about

abstract and complex situations concerningthe organization




What Companies Look for

in Managers

55

Skills are more or less important at differentlevels of management:




Mistakes Managers Make


McCall & Lombardo, ³What Makes a Top Executive?´ P sychology Today , Feb 1983

1. Insensitive to others

2. Cold, aloof, arrogant

3. Betrayal of trust

4. Overly ambitious

5. Specific performance problems with the business

6. Overmanaging: unable to delegate or build a team

7. Unable to staff effectively

8. Unable to think strategically9. Unable to adapt to boss with different style

10. Overdependent on advocate or mentor

66




The First Year Management Transition

Be the boss

Formal authority

Manage tasks

Job is not

managing people

Initial expecta-

tions were wrong

Fast pace

Heavy workload

Job is to be

problem-solver

and troubleshooter

No longer ³doer´

Communication,

listening, positivereinforcement

Learning to adapt

and control stress

Job is people

development

Managers¶Initial Expectations After Six MonthsAs a Manager After a Year As a Manager


77




Management Practices in Top Performing Companies

Competitive Advantage

through People


1. Employment Security

2. Selective Hiring

3. Self-Managed Teams and Decentralization

4. High Wages Contingent on Organizational Performance

5. Training and Skill Development

6. Reduction of Status Differences 7. Sharing Information

88




Competitive Advantage

through People

Competitive Advantages of Well-Managed Companies

Competitive Advantages of Well-Managed Companies

Sales RevenuesSales Revenues ProfitsProfits

Stock Market ReturnsStock Market Returns Customer SatisfactionCustomer Satisfaction

88http://www.greatplacetowork.com/best/list-bestusa.htm

W eb Link




How The Manager¶s Job Is

Changing

The Increasing Importance of Customers Customers: the reason that organizations exist

� Managing customer relationships is the responsibility

of all managers and employees.

� Consistent high quality customer service is essential

for survival.

Innovation Doing things differently, exploring new territory, and

taking risks� Managers should encourage employees to be aware of

and act on opportunities for innovation.

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Williams 4e Chapter 01