Learning Objectives

1. Describe what management is, why management is important, what managers

do, and how managers utilize organizational resources efficiently and
effectively to achieve organizational goals.
2. Distinguish among planning, organizing, leading, and controlling (the four
principal managerial tasks), and explain how managers’ ability to handle each
one can affect organizational performance.
3. Differentiate among three levels of management, and understand the tasks and
responsibilities of managers at different levels in the organizational hierarchy.
4. Distinguish among three kinds of managerial skill, and explain why managers
are divided into different departments to perform their tasks more efficiently and
effectively.
5. Discuss some major changes in management practices today that have
occurred as a result of globalization and the use of advanced information
technology (IT).
6. Discuss the principal challenges managers face in today’s increasingly
competitive global environment.

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What Is Management?

Organizations
Collections of people who work together and coordinate their
actions to _____________________.

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What Is Management?

Management
The planning, organizing, leading, and controlling of human
and other resources to achieve organizational goals
________ and ___________.

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What Is Management? Managers and Resources

Managers:
• The people responsible for supervising the use of an
organization’s resources to meet its goals.

Resources:
• People, skills, know-how, experience, machinery, raw
materials, computers and IT, financial capital, patents, loyal
customers and employees.

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Achieving High Performance
Organizational Performance:
• A measure of how __________ and _________ managers
use available resources to satisfy customers and achieve
organizational goals.

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Organizational Performance
Efficiency:
• A measure of how productively _________ are used to
achieve a goal.

Effectiveness:
• A measure of the appropriateness of the ______ that
managers select for the organization and the degree that
the organization achieves these goals.

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Efficiency, Effectiveness, and Performance in an Organization

Figure 1.1.
High-
performing
organizations
are _______
and ________.

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Why Study Management?
1. Individuals learn to understand the dynamic and complex
nature of work and make decisions that are ethical and
effective for an organization.
2. Understanding management helps the manager’s
employer to succeed.
3. The economic benefits of becoming a good manager are
impressive.
4. Learning management principles can help you make good
decisions in nonwork situations.

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Four Tasks of Management
Figure 1.2.

Access the text alternative for slide images.

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Planning
Planning:
• Process of __________ and _______ appropriate goals
and courses of action.

Strategy:
• Cluster of decisions about what goals to pursue, what
________ to take, and how to use _________ to achieve
goals.

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Steps in the Planning Process
1. Decide which ________ to pursue.
2. Decide what ___________ to adopt to attain those goals.
3. Decide how to allocate organizational resources to pursue
strategies that attain those goals.

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Organizing
Organizing:
• Structuring working relationships in a way that allows
organizational members to work together to achieve
organizational goals.

Organizational Structure:
• A formal system of task and reporting __________ that
coordinates and motivates organizational members so that
they work together to achieve organizational goals.

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Leading
Articulating a clear ________ and energizing and enabling
organizational members so they understand the part they
play in achieving organizational goals.

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Controlling
Controlling:
• Evaluating how well an organization is achieving its _______
and _________ _______ to maintain or improve performance.

Outcome of the control process:

• Ability to _______ performance accurately and regulate
efficiency and effectiveness.

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Managerial Roles Identified by Mintzberg

Table 1.1

Type of Role Specific Role Role Activity Examples

Decisional Entrepreneur Commit organizational resources to
develop innovative goods and
services; decide to expand
internationally to obtain new
customers.
Interpersonal Figurehead Outline future organizational goals to
employees at company meetings.
Informational Monitor Evaluate the performance of managers
in different tasks and take corrective
action to improve their performance.

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Levels of Managers
First-Line Managers:
• Responsible for the daily supervision of nonmanagerial
employees.
Middle Managers:
• Supervise first-line managers.
• Responsible for finding the best way to use resources to
achieve organizational goals.
Top Managers:
• Establish organizational goals, decide how departments
should interact, and monitor the performance of middle
managers.
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Levels of Managers: Figure 1.3

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Top Management Team
• CEO.
• COO.
• Vice presidents of the most important departments of a
company.

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Relative Amount of Time That Managers Spend on the Four
Managerial Tasks

Figure 1.4.

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images

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Types of Managerial Skills
Conceptual Skills.
• The ability to ________ and diagnose a situation and
distinguish between cause and effect.

Human Skills.
• The ability to understand, alter, lead, and _________ the
behavior of other individuals and groups.

Technical Skills.
• The job-specific ___________ and __________ required
to perform an organizational role.

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Core Competency
Specific set of departmental skills, abilities, and experiences
that allows one organization to _________ its competitors.

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Types and Levels of Managers
Figure 1.5.

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images

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Managers Versus Entrepreneurs
Entrepreneurs:
Individuals who notice opportunities and decide how to
mobilize the resources necessary to start a new business
venture.
Characteristics:
• Openness to experience.
• Internal locus of control.
• _______-level of self-esteem.
• Need for __________

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Entrepreneurship
1. Is not the same as managing.
2. It is noticing an opportunity to satisfy a customer need,
decide how to find and use resources to make a product
or service to full those needs.
3. Intrapreneurs are employees who recognize opportunities
for product creation or improvement.

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Challenges for Management in a Global Environment

Rise of _________Organizations

Building a __________ Advantage

Maintaining Ethical and Socially Responsible Standards

Managing a __________ Workforce

Utilizing New Technologies

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Building Competitive Advantage
Competitive Advantage:
• Ability of one organization to outperform other
organizations because it produces desired goods or
services more efficiently and effectively than they do.

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Building Blocks of Competitive Advantage

Figure 1.6.

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Innovation
Process of creating new or improved goods and services or
developing better ways to produce or provide them.

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Turnaround Management
The creation of a new vision for a _________ company
based on a new approach to planning and organizing to
make _____________ of a company’s resources and allow it
to survive and prosper.

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Maintaining Ethical and Socially Responsible Standards

• The pressure for a manager to increase organizational

performance exists at all levels.
• ______________ centers on deciding what if any
obligations a company has towards the people and groups
affected by its activities.

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Managing a Diverse Workforce
• The challenge for a manager is to recognize the
______________ and ______________ to treat human
resources in a fair and equitable manner.
• Human resources (HRM) procedures and practices that
are legal and fair must be put into place.

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Utilizing New Technologies
• Utilizing efficient and effective new technologies to link and
enable managers and employees to better perform their
jobs.
• Increased global coordination helps improve ________
and increase the _________________.

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