Chapter 11

Management
Management and
and Managers:
Managers:
Yesterday,
Yesterday, Today,
Today, and
and Tomorrow
Tomorrow
Pamela
Pamela S.
S. Lewis
Lewis
Stephen
Stephen H.
H. Goodman
Goodman
Patricia
Patricia M.
M. Fandt
Fandt
Slides
Slides Prepared
Prepared by
by
Bruce
Bruce R.R. Barringer
Barringer
University
University of
of Central
Central Florida
Florida

©2001
©2001 South-Western
South-Western College
College Publishing
Publishing
 Learning
Learning Objectives
Objectives
Slide
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of 22

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.

© 2001 South-Western Publishing Transparency 1-2
 Learning
Learning Objectives
Objectives
Slide
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of 22

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.

© 2001 South-Western Publishing Transparency 1-3

 Management
Management Defined
Defined

The process of administering and

coordinating resources effectively and
efficiently in an effort to achieve the
goals of the organization.

© 2001 South-Western Publishing Transparency 1-4

 Effectiveness
Effectiveness vs.
vs. Efficiency
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.”

© 2001 South-Western Publishing Transparency 1-5

 What
What Is
Is An
An Organization?
Organization?

An organization is a group of individuals

who work together toward common goals.

© 2001 South-Western Publishing Transparency 1-6

 What
What Do
Do All
All Organizations
Organizations Have
Have in
in
Common?
Common?
They are made up of people, and
the efforts of these people must be
coordinated if the organization is
to accomplish its goals.

© 2001 South-Western Publishing Transparency 1-7

 The
The Four
Four Functions
Functions of
of Management
Management
Slide
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Planning
Planning Organizing
Organizing

Organizational
goals

Leading
Leading Controlling
Controlling

© 2001 South-Western Publishing Transparency 1-8

 The
The Four
Four Functions
Functions of
of Management
Management
Slide
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• 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.

© 2001 South-Western Publishing Transparency 1-9

 The
The Four
Four Functions
Functions of
of Management
Management
Slide
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of 33

• 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.

© 2001 South-Western Publishing Transparency 1-10

 Managers
Managers

Managers are the people who plan,

organize, lead, and control the
activities of the organization so that its
goals can be achieved.

© 2001 South-Western Publishing Transparency 1-11

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles
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Interpersonal
Interpersonal roles
roles Informational
Informational roles
roles Decisional
Decisional roles
roles
•• Figurehead
Figurehead •• Monitor
Monitor •• Entrepreneur
Entrepreneur
•• Leader
Leader •• Disseminator
Disseminator •• Disturbance
Disturbance handler
handler
•• Liaison
Liaison •• Spokesperson
Spokesperson •• Resource
Resource allocator
allocator
•• Negotiator
Negotiator

© 2001 South-Western Publishing Transparency 1-12

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles
Slide
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of 44

• Interpersonal Roles
– The manager’s responsibility for managing
relationships with organizational members and
other constituents:
• Figurehead
• Leader
• Liaison

© 2001 South-Western Publishing Transparency 1-13

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles
Slide
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of 44

• Informational Roles
– The manager’s responsibility for gathering and
disseminating information to the stakeholders
of the organization:
• Monitor
• Disseminator
• Spokesperson

© 2001 South-Western Publishing Transparency 1-14

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles
Slide
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of 44

• Decisional Roles
– The manager’s responsibility for processing
information and reaching conclusions:
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator

© 2001 South-Western Publishing Transparency 1-15

 Scope
Scope of
of Responsibility
Responsibility

Functional managers

Managers who are responsible for managing

a work unit that is grouped based on the
function served.
General managers

Managers who are responsible for

managing several different departments
that are responsible for different tasks.

© 2001 South-Western Publishing Transparency 1-16

 Functional
Functional Manager
Manager

Chief
Chief Executive
Executive
General
General Parts
Parts Inc.
Inc.

VP
VP of
of VP
VP of
of
Production
Production Finance
Finance

Plant
Plant Service
Service Account
Account Payroll
Payroll
Manager
Manager Manager
Manager Manager
Manager Manager
Manager

A functional manager is a manager

responsible for a work group
segmented by function.
© 2001 South-Western Publishing Transparency 1-17
 General
General Manager
Manager

General
General Manager
Manager
Supermarket,
Supermarket, Inc.
Inc.

Produce
Produce Grocery
Grocery Bakery
Bakery
Manager
Manager Manager
Manager Manager
Manager

A general manager is a manager

responsible for several different work
groups segmented by task.

© 2001 South-Western Publishing Transparency 1-18

 Levels
Levels of
of Management
Management

Top-level
Managers

Middle Managers

First-line Managers

Operational Employees

© 2001 South-Western Publishing Transparency 1-19

 Skills
Skills Needed
Needed at
at Different
Different
Levels
Levels of
of Management
Management
Slide
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of 33
First-line Middle Top-Level
Management Management Management

Conceptual Conceptual
Conceptual

Human

Human
Human
Technical
Technical
Technical

© 2001 South-Western Publishing Transparency 1-20

 Skills
Skills Needed
Needed at
at Different
Different Levels
Levels of
of
Management
Management
Slide
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of 33

• 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.

© 2001 South-Western Publishing Transparency 1-21

 Skills
Skills Needed
Needed at
at Different
Different Levels
Levels of
of
Management
Management
Slide
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of 33

• Conceptual Skills
– The ability to analyze complex situations and
respond effectively to the challenges faced by
the organization.

© 2001 South-Western Publishing Transparency 1-22

 Hyperchange
Hyperchange

A condition of rapid, dramatic, complex, and

unpredictable changes that has a significant effect
on the ways in which organizations are managed.

© 2001 South-Western Publishing Transparency 1-23

 Managing
Managing in
in the
the 21st
21st Century:
Century:
Environmental
Environmental Trends
Trends

Advances in Increasing
Information Predominance of
Technology Entrepreneurial Firms

The Growing
Globalization of
Importance of
the Marketplace
Intellectual Capital

© 2001 South-Western Publishing Transparency 1-24

 Managing
Managing in
in the
the 21st
21st Century:
Century:
Organizational
Organizational Changes
Changes

The
The Changing
Changing Increasing
Increasing
Chief
Chief Executive
Executive Diversity
Diversity in
in the
the
Officer
Officer Workplace
Workplace

From
From Hierarchy
Hierarchy A
A New
New
to
to Self-Managed
Self-Managed Organizational
Organizational
Teams
Teams Model
Model

© 2001 South-Western Publishing Transparency 1-25

 The
The Contemporary
Contemporary Manager
Manager
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• 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.

© 2001 South-Western Publishing Transparency 1-26

 The
The Contemporary
Contemporary Manager
Manager
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• 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

© 2001 South-Western Publishing Transparency 1-27