Introduction to Management

Chapter 1

Topics
What is management? What do managers do? What challenges do managers at different levels face?

Management is

Getting work done through others

Efficiency

Effectiveness

Management Functions
Classical Management Functions Updated Management Functions

Planning Controlling Organizing Leading

Making Things Happen Meeting the Competition Organizing People, Projects, and Processes Leading

Levels of Management
Top Level Management

CEO COO CIO General Mgr Plant Mgr Regional Mgr

Middle Level Management

First-Line Management

Office Manager Shift Supervisor Department Manager Team Leader

Top Managers
Responsible for Creating a context for change Developing attitudes of commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments
3.1

Middle Managers
Responsible for Setting objectives consistent with top management goals, planning strategies Coordinating and linking groups, departments, and divisions

Monitoring and managing the performance of subunits and managers who report to them
Implementing the changes or strategies generated by top managers

3.2

First-Line Managers
Responsible for
Managing the performance of entry-level employees Teaching entry-level employees how to do their jobs Making schedules and operating plans based on middle managements intermediate-range plans
3.3

Team Leaders
Responsible for

Facilitating team performance

Managing external relationships

Facilitating internal team relationships

3.4

Managerial Roles
Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Resource Allocator Negotiator Decisional Entrepreneur Disturbance Handler

Adapted from Exhibit 1.3

H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)

What Challenges Do Managers Face?

Developing the appropriate skills for managerial work Avoiding typical managerial mistakes
Making the transition from individual contributor to manager

What Companies Look for in Managers

Technical Skills Human Skill

Conceptual Skill

Motivation to Manage

Theory X and Y
Managerial beliefs or philosophies with regard to how to manage others Includes assumptions about human behavior as well as what makes a business successful Our beliefs have consequences on how we manage others and the expectations they have of us

Theory X
Management's only responsibility is to improve the company's "bottom line." The employees of an organization are tools to be used to meet this goal. People are basically unwilling to work in the best interests of the company, cannot handle responsibility, and must be tightly controlled, prodded, and punished to get their work done.

Theory Y
Management should create conditions that enable and encourage employees to attain their own goals by working toward the goals of the organization. Employees are inherently ready to accept responsibility, do a good job, and work in the best interests of the company. It is management's responsibility to create the conditions that will allow employees to develop their fullest potential.

Mistakes Managers Make

1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitions 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 strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor 6
Adapted from Exhibit 1.5 McCall & Lombardo, What Makes a Top Executive? Psychology Today, Feb 1983

The First Year Management Transition

Initial Assumptions Exercise formal authority Manage tasks, not people Help employees do their jobs Hire and fire Reality Cannot be bossy Manage people, not tasks Coach employee performance Fast pace, heavy workload