MANAGEMENT
Chapter 1 – The World of Innovative Management
I. Management Competencies for Today’s World:
- Management: the attainment of organizational goals in an effective and efficient
manner through planning, organizing, leading, and controlling organizational
resources.
II. The Basic Functions of Management:
1. Planning:
- Identifying goals for future organizational performance, deciding on the tasks and
use of resources needed to attain them
- Defining where the organization wants to be in the future and how to get there
2. Organizing:
- Typically following planning and reflecting how the organization tries to
accomplish the plan
- Involving assigning tasks, grouping tasks into departments, delegating authority,
and allocating resources across the organization
3. Leading:
- The use of influence to motivate employees to achieve organizational goals
- Creating a shared culture and values, communicating goals to people throughout
the organization, and infusing employees with the desire to perform at a high
level.
4. Controlling:
- Monitoring employees’ activities, determining whether the organization is
moving toward its goals, making corrections as necessary.
III. Organizational Performance:
- Organization: a social entity that is goal-directed and deliberately structured
+ Social entity: being made up of two or more people
+ Goal-directed: designed to achieve some outcome
+ Deliberately structured: tasks are divided, and responsibility for their
performance is assigned to organization members
Effectiveness Efficiency
- the degree to which the organization - the amount of resources used to
achieves a stated goal, succeeds in achieve an organizational goals
accomplishing what it tries to do
- based on how much raw material,
- providing a product or service that money, and people are necessary for
customers value producing a given volume of output
- the amount of resources used to
produce a product or service
Efficiency and Effectiveness can both be high in the same organization
IV. Management Skills:
1. Technical skills:
- Including mastery of the methods, techniques, and equipment involved in specific
function: engineering, manufacturing, finance, specialized knowledge
- Analytical ability, the competent use of tools and techniques to solve problems in
that specific discipline
2. Human skills:
- Involving the manager’s ability to work with and through other people and to
work effectively as a group member
- including the ability to motivate, facilitate, coordinate, lead, communicate, and
resolve conflicts
3. Conceptual skills:
- the cognitive ability to see the organization as a whole system and the
relationships among its parts
- the ability to think strategically—to take the broad, long-term view—and to
identify, evaluate, and solve complex problems
4. When skills fail:
- The two major reasons that managers fail are poor communication and poor
interpersonal skills
- A manager’s weakness become more apparent during stressful times of
uncertainty, change, or crisis.
V. Management Types:
1. Vertical differences:
Top managers Middle managers A project First-line managers
manager
+ are at the top of the + work at middle levels of is a + are directly
hierarchy and are the organization and are manager responsible for the
responsible for the entire responsible for business who is production of goods
organization units and major responsible and services
departments for a
+ are responsible for temporary + are responsible for
setting organizational + responsible for work teams and non-
goals, defining strategies implementing the overall project that management
for achieving them, strategies and policies involves employees
monitoring and defined by top managers people from
interpreting the external various + motivating and
environment, and making + play a crucial role in functions guiding young, often
decisions that affect the driving innovation and and levels inexperienced
entire organization enabling organizations to of the workers; providing
respond to rapid shifts in organization assistance as needed;
+ also responsible for the environment and ensuring
communicating a shared adherence to
vision for the + concerned with the near company policies
organization, shaping future
corporate culture, and + accomplishing
nurturing an day-to-day goals
entrepreneurial spirit that
can help the company
innovate and keep pace
with rapid change
+ look to the long-term
future and concern
themselves with general
environmental trends and
the organization’s overall
success
2. Horizontal differences:
- Functional managers: are responsible for departments that perform a single
functional task and have employees with similar training and skills
- General managers: are responsible for several departments that perform different
functions
VI. What is a Manager’s Job Really Like?:
1. Making the leap: Becoming a New Manager:
- one of the most common mistakes that new managers make is wanting to do all
the work themselves, rather than delegating to others and developing others’
abilities
2. Manager Activities:
Adventures in Multitasking
Life on Speed Dial
Where does a manager find the time?
- refers to using techniques that enable you to get more done in less time and with
better results, be more relaxed, and have more time to enjoy your work and your
life.
3. Manager Roles:
VII. Managing in Small Businesses and Non-profit Organizations:
- Good management is just as important for small businesses and nonprofit
organizations as it is for large corporations.
- Managers in these organizations adjust and integrate the various management
functions, activities, and roles to meet the unique challenges they face.
- Managers in small businesses often see their most important roles as being a
spokesperson for the business and acting as an entrepreneur.
- Managers in nonprofit organizations direct their efforts toward generating some
kind of social impact rather than toward making money for the organization.
- Managers in nonprofit organizations often struggle with what constitutes
effectiveness.
