Chapter 1 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

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



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.




The process of administering and coordinating resources effectively and efficiently in an effort to achieve the

goals of the organization.

Management DefinedManagement Defined


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.”


What Is An Organization?What Is An Organization?

An organization is a group of individuals who work together toward common goals.


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.


PlanningPlanningPlanningPlanning

ControllingControllingControllingControlling

OrganizingOrganizingOrganizingOrganizing

LeadingLeadingLeadingLeading

OrganizationalOrganizationalgoalsgoals

The Four Functions of Management

Slide 1 of 3


Slide 1 of 3



Slide 2 of 3


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.



Slide 3 of 3


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.


ManagersManagers

Managers are the people who plan, organize, lead, and control the

activities of the organization so that its goals can be achieved.


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





• Interpersonal Roles– The manager’s responsibility for managing

relationships with organizational members and other constituents:• Figurehead• Leader• Liaison




• Informational Roles– The manager’s responsibility for gathering and

disseminating information to the stakeholders of the organization:• Monitor• Disseminator• Spokesperson




• Decisional Roles– The manager’s responsibility for processing

information and reaching conclusions:• Entrepreneur• Disturbance handler• Resource allocator• Negotiator


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


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


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.


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


First-lineFirst-lineManagementManagement

MiddleMiddleManagementManagement

Top-LevelTop-LevelManagementManagement

ConceptualConceptual

HumanHuman

TechnicalTechnical


HumanHuman

TechnicalTechnical


HumanHuman

TechnicalTechnical

Skills Needed at DifferentLevels of Management

Slide 1 of 3

Skills Needed at DifferentLevels of Management

Slide 1 of 3


Skills Needed at Different Levels of Management

Slide 2 of 3


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.



Slide 3 of 3


Slide 3 of 3

• Conceptual Skills– The ability to analyze complex situations and

respond effectively to the challenges faced by the organization.


A condition of rapid, dramatic, complex, and unpredictable changes that has a significant effect on the ways in which organizations are managed.

HyperchangeHyperchange


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


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


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.




• 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

Chapter 1 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

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