Chapter One. The Exceptional Manager What You Do, How You Do It. McGraw-Hill/Irwin The McGraw-Hill Companies, All Rights Reserved

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1 Chapter One The Exceptional Manager What You Do, How You Do It McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved

2 Major Questions You Should Be Able to Answer 1.1 What are the rewards of being an exceptional manager? 1.2 What are six challenges I can look forward to as a manager? 1.3 What would I actually do as a manager? 1.4 What are the levels and areas of management I need to know to move up, down, and sideways? 1-2

3 Major Questions You Should Be Able to Answer 1.5 To be an exceptional manager, what roles must I play successfully? 1.6 Do I have what it takes to be an entrepreneur? 1.7 To be a terrific manager, what skills should I cultivate? 1-3

4 Management: What It Is, What Its Benefits Are Management is defined as 1. The pursuit of organizational goals efficiently and effectively by 2. Integrating the work of people through 3. Planning, organizing, leading, and controlling the organization s resources 1-4

5 Management: What It Is, What Its Benefits Are An organization is a group of people who work together to achieve a goal To be efficient means to use resourcespeople, money, raw materials, and the like-wisely and cost-effectively To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve organizational goals 1-5

6 Management: What It Is, What Its Benefits Are Payoffs of studying management Understanding how to deal with organizations from the outside Understanding how to relate to your supervisors Understanding how to interact with coworkers Understanding how to manage yourself in the workplace 1-6

7 Why Organizations Value Managers Multiplier effect: Your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone. 1-7

8 Six Challenges to Management 1. Managing for competitive advantage producing products more efficiently than competitors; outperforming others. Dyson Staples Snapple 1 st Bank EFFICIENCY INNOVATION QUALITY 1-8

9 Six Challenges of Management (con t.) 2. Managing for diversity variety that surrounds you the future won t resemble the past presents more opportunity than challenge 1-9

10 Six Challenges of Management (con t.) 3. Managing for globalization the expanding management universe New markets New competition Culture clash Manager s Hot Seat: Cultural Differences 1-10

11 Six Challenges of Management (con t.) 4. Managing for information technology E-Business v. E-Commerce E-Management/E-Communication Organizational Structure 1-11

12 Six Challenges to Being a Star Manager (cont.) 5. Managing for ethical standards doing what is right 1. Is it legal? 2. Does it violate professional standards? 3. Who is affected and how? 1-12

13 Six Challenges to Being a Star Manager (cont.) 6. Managing for your own happiness and life goals work/life balance 1-13

14 What Managers Do: The Four Principal Functions Figure

15 Four Functions of Management 1. Arranging resources to accomplish work 2. Checking results and making corrections 3. Influencing people to work hard 4. Setting goals and deciding how to achieve them. A. Control B. Leading C. Organizing D. Planning 1-15

16 True or False 1. Information technology has reduced the overall stress of work. 2. Knowing management concepts will help you understand your boss actions. 3. In business settings, efficiency and effectiveness are synonyms. 4. Minorities are projected to be the majority in the workplace in

17 Question? John wants his salespeople to use Blackberries to improve their sales. Which challenge is he trying to manage? A. Diversity B. Information technology C.Competitive advantage D.Globalization 1-17

18 Question? Laura runs a sales and expense report at the end of each work day. Which management function is she performing? A. Leading B. Organizing C. Controlling D. Planning 1-18

19 Pyramid Power: Levels & Areas of Management Figure

20 Types of Organizations For-Profit Goal is to make money Non-Profit Goal is to provide a service Managers often called administrators Commonweal: service to public Mutual Benefit Goal is to advance members interests 1-20

21 Question? Donielle supervises the food assembly line workers. What type of manager is she? A. Top manager B. Middle manager C. First-line manager D. General manager 1-21

22 Roles Managers Must Play Successfully The manager s roles: Henry Mintzberg s useful findings A manager relies more on verbal than on written communication What has changed since 1960? A manager works long hours at an intense pace How many hours per week does a typical manager work on average? 1-22

23 Roles Managers Must Play Successfully A manager s work is characterized by fragmentation, brevity, & variety Match the task with the minutes 1. Desk-work session a. 6 minutes 2. Informal meetings b. 10 minutes 3. Phone calls c. 15 minutes d. 30 minutes 1-23

24 Three Types of Managerial Roles Interpersonal roles managers interact with people inside and outside their work units Informational roles managers receive and communicate information Decisional roles managers use information to make decisions to solve problems or take advantage of opportunities 1-24

25 The Entrepreneurial Spirit Entrepreneurship-process of taking risks to try to create a new enterprise Entrepreneur - someone who sees a new opportunity for a product or service and launches a business to try to realize it Intrapreneur - someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization s resources to try to realize it 1-25

26 The Entrepreneurial Spirit Necessity entrepreneurs people who suddenly must earn a living and are simply trying to replace lost income and are hoping a job comes along Opportunity entrepreneurs those who start their business out of a burning desire rather than because they lost a job 1-26

27 How Do Entrepreneurs & Managers Differ Being an entrepreneur is what it takes to start a business Being a manager is what it takes to grow or maintain a business 1-27

28 Managers vs. Entrepreneurs Start a business Grow or Maintain business Motivated by promotion or power Greater job security High Energy Need for Achievement Control Of Destiny Action Oriented Motivated by dreams Impatient High tolerance for risk and ambiguity Self confident 1-28

29 The Skills Star Managers Need Technical skills the job-specific knowledge needed to perform well in a specialized field Conceptual skills the ability to think analytically, to visualize an organization as a whole and understand how the parts work together Human Skills the ability to work well in cooperation with other people to get things done 1-29

30 Question? CEO, Gary Kelly sets the direction and strategy for Southwest Airlines. What type of managerial role is he performing? A. Interpersonal B. Informational C. Decisional D. Conclusive 1-30

31 Question? George thought there was an opportunity and opened a new deli in Irmo. He is a(n). A. Manager B. Intrapreneur C. Entrepreneur D. Omni-preneur 1-31

32 Question? Microsoft CEO, Steve Ballmer must balance the needs of the each department with the needs of the organization. Which skill he using? A. Technical B. Conceptual C.Human D.Procedural 1-32