Chapter Introduction PowerPoint slides by R Dennis Middlemist Colorado State University Learning Objectives After studying this chapter, you should be able to: Answer the question: What is management? Explain why management must be understood within the context of organizations and how organizations affect the practice of management ©2005 Learning Objectives After studying this chapter, you should be able to: Describe the role of working with and through people in effective management Explain managerial paradoxes and how dealing with them lies at the core of management Specify the nature and extent of commitment required for managerial excellence ©2005 Learning Objectives After studying this chapter, you should be able to: Define the term “entrepreneurial mindset” and explain its importance for managers Describe and compare the different elements of managerial work and the different managerial roles Discuss the skills necessary to be an effective manager ©2005 Y G LO NO CH TE G LO B AL IS M Managing Effectively: Three Critical Challenges Management Challenges for the 21st Century CHANGE ©2005 Adapted from Exhibit 1-1: Critical Management Challenges for the 21st Century Managing Strategically to Meet the Challenges Importance of knowledge and intellectual capital Change requires managers to Manage within an organizational context Accomplish tasks with and through people Manage paradoxes Make a substantial commitment and manage in an entrepreneurial manner ©2005 What is Management? It is a process A series of activities and operations, such as planning, deciding, and evaluating Of assembling and using sets of resources Human, financial, material and information In a goal‑directed manner to accomplish tasks A purposeful activity In an organizational setting It is undertaken in organizations By people with different functions intentionally structured and coordinated to achieve common purposes ©2005 Management Perspective 1: The Organizational Context Management occurs in organizations, not in isolation There are many different types of organizations Each organization has its own characteristics that influence effective management Effective managers must understand organizations ©2005 Management Perspective 2: The Human Factor Effective managers must be adept at Assessing other people’s capabilities Matching people’s capabilities with appropriate responsibilities Motivating people ©2005 Management Perspective 3: Managing Paradoxes Management requires simultaneously mastering multiple and potentially conflicting situations Integration and fragmentation Consistency & Flexibility Reflection & Action Global Perspective and Local Understanding 10 ©2005 Organizing Organizing involves paying attention to The structure of relationships among positions The people occupying those positions Linking that structure to the overall strategic direction of the organization 15 ©2005 Directing (Leading) Directing is the process of influencing other people to attain organizational objectives Motivating others Interacting effectively in group and team situations Communicating in support of others’ efforts on behalf of achieving their work and organizational goals 16 ©2005 Controlling Regulating the work of those for whom a manager is responsible which may include Setting standards of performance in advance Monitoring ongoing (real‑time) performance Assessing a completed performance Results of the control process (evaluation) are fed back into the planning process 17 ©2005 Managerial Roles Interpersonal Roles Figurehead Leader Liaison Informational Roles Monitor Disseminator Spokesperson Decisional Roles Entrepreneurial 18 ©2005 Disturbance Handler Resource Allocator Negotiator Adapted from Exhibit 1.3: Types of Managerial Roles Managerial Job Dimensions Demands 19 ©2005 Activities or duties that must be carried out Standards or levels of minimum performance that must be met Managerial Job Dimensions Demands Constraints Factors that limit the response of the manager Time Budgets Technology Attitudes of subordinates Legal regulations 20 ©2005 Managerial Job Dimensions Demands Discretionary behavior How work is to be done Constraints Choices 21 ©2005 How much work is to be done Who will the work What initiatives will be undertaken from almost infinite possibilities Two Managerial Jobs Demands 22 ©2005 Job A: Project Team Manager Job B: Fast Foods Restaurant Manager Develop new product Maintain attractive with strong market appeal Hold formal weekly progress meeting with boss Frequent travel to other company sites appearance of restaurant Keep employee costs as low as possible Meet standards for speed of service Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices Two Managerial Jobs Constraints 23 ©2005 Job A: Project Team Manager Job B: Fast Foods Restaurant Manager 12 month deadline for Most employees have product development Project budget limit of $1 million No choice in selecting team members limited formal education Few monetary incentives to reward outstanding performance Federal and state health and safety regulations Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices Two Managerial Jobs Choices 24 ©2005 Job A: Project Team Manager Job B: Fast Foods Restaurant Manager The organizational Selection of employee structure of the project to promote to team supervisor Sequencing of project Scheduling of shifts and tasks assignments Budget allocation Local advertising promotions Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices What Skills Do Managers Need? Interpersonal skills Sensitivity Persuasiveness Empathy Technical skills Specialized knowledge (Including when and how to use the skills) 25 ©2005 Conceptual skills Logical reasoning Judgment Analytical abilities Adapted from Exhibit 1.5: Managers’ Skills Importance of Managerial Skills at Different Organizational Levels Importance High Interpersonal skills Technical skills Conceptual skills Low Entry Level Managers 26 ©2005 Mid-Level Managers Top Level Managers Adapted from Exhibit 1.6: Relative Importance of Managerial Skills at Different Organizational Levels Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Bright, with outstanding track records Those who don’t quite make it: Have been successful, but generally only in one area or type of job Have survived stressful situations Frequently described as moody or volatile May be able to keep their temper with superiors during crises but are hostile toward peers and subordinates 27 ©2005 Those who succeed: Have diverse track records, demonstrated ability in many different situations, and a breadth of knowledge of the business or industry Maintain composure in stressful situations, are predictable during crises, are regarded as calm and confident Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't? Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Have a few flaws Those who don’t quite Those who succeed: make it: Cover up problems while Make a few mistakes, but trying to fix them If the prob- when they do, they admit lem can’t be hidden, they to them and handle them tend to go on the defensive with poise and grace and even blame someone else for it Ambitious and oriented toward problem solving May attempt to micromanage a position, ignoring future prospects, may staff with the incorrect people or neglect the talents they have, may depend too much on a single mentor, calling their own decision-making ability into question 28 ©2005 While focusing on problem solutions, keep their minds focused on the next position, help develop competent successors, seek advice from many sources Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't? Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Good people skills Those who don’t quite make it: May be viewed as charming but political or direct but tactless, cold, and arrogant People don’t like to work with them Those who succeed: Can get along well with different types of people, are outspoken without being offensive, are viewed as direct and diplomatic Source: Adapted from M W McCall, Jr and M M Lombardo, “Off the Track: Why and How Successful Executives Get Derailed,” Technical Report #21 (Greensboro, N.C.: Center for Creative Leadership, 1983), pp 9-11 29 ©2005 Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't? ... Answer the question: What is management? Explain why management must be understood within the context of organizations and how organizations affect the practice of management ©2005 Learning Objectives... organizations By people with different functions intentionally structured and coordinated to achieve common purposes ©2005 Management Perspective 1: The Organizational Context Management occurs... M Managing Effectively: Three Critical Challenges Management Challenges for the 21st Century CHANGE ©2005 Adapted from Exhibit 1-1: Critical Management Challenges for the 21st Century Managing