Management A Practical Introduction Third Edition

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

Management A Practical Introduction

Third Edition

Angelo Kinicki & Brian K. Williams

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin2

Chapter 1: The Exceptional Manager

What You Do, How You Do ItRewardsSix ChallengesFour FunctionsLevels & Areas of ManagementRoles Managers PlayEntrepreneurshipSkills Managers Need


1.1 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



where:

efficiency is the means of attaining the organization’s goals

Efficient organizations use resources like people, money, and raw materials wisely and cost effectively



and:

effectiveness is the ends or goals the organization is trying to achieve

Effective organizations achieve results, make the right decisions, and successfully carry them out so that the goals are achieved



WHY ORGANIZATIONS VALUE MANAGERS: THE MULTIPLIER EFFECT

Good managers create value through the multiplier effect where their influence on the organization is multiplied beyond what could be achieved by someone acting alone The rewards of being an exceptional manager typically include good salaries and many benefits



You can benefit from studying and practicing management by learning how to deal with organizations from the outsideunderstanding how to relate to supervisors and how to interact with coworkersunderstanding how to manage yourself in the workplaceexperiencing a sense of accomplishmentstretching your abilities and magnifying your range of accomplishmentsbuilding a catalog of successful products or services



CLASSROOM PERFORMANCE SYSTEM

Which of the following is not a reward from studying management?

A) building a catalog of successful products or servicesB) understanding how to relate to supervisorsC) understanding how to interact with coworkersD) understanding how to deal with organizations from the outside


1.2 Six Challenges To Being A Star Manager

To be a star manager, you need tomanage for competitive advantagemanage for diversity in race, ethnicity, gender, and so onmanage for the effects of globalizationmanage for the effects of information technologymanage to maintain ethical standardsmanage for the achievement of your own happiness and lifetime goals



CHALLENGE #1: MANAGING FOR COMPETITIVE ADVANTAGE—STAYING AHEAD OF RIVALS

Competitive advantage is the ability of an organization to produce goods or services more efficiently than competitors do, thereby outperforming them



In order to stay ahead of rivals, firms need to be better at responding to customers innovation quality

efficiency




In order to stay ahead of rivals, firms need to be better at all of the following except

A) innovation

B) implementation

C) efficiency

D) quality



CHALLENGE #2: MANAGING FOR DIVERSITY—THE FUTURE WON’T RESEMBLE THE PAST

In the future, managers will be challenged to maximize the contributions of employees that are diverse in gender, age, race, and ethnicity



CHALLENGE #3: MANAGING FOR GLOBALIZATION—THE EXPANDING MANAGEMENT UNIVERSE

Managing for globalization is a complex, ongoing challenge

It is important for managers to understand how cultural differences affect an organization



CHALLENGE #4: MANAGING FOR INFORMATION TECHNOLOGY

Managing the Internet (the global network of independently operating but interconnected computers, linking hundreds of thousands of smaller networks around the world) is perhaps the biggest information technology challenge for managers



E-commerce (electronic commerce—the buying and selling of goods or services over computer networks) is changing the way entire industries workInformation technology has facilitated e-business (using the Internet to facilitate every aspect of running a business), e-mail (text messages and documents transmitted over a computer network) and project management software (programs for planning and scheduling the people, costs, and resources to complete a project on time)



Thanks to new technologies, employees may telecommute (work from home or a remote location using a variety of information technologies)use videoconferencing video and audio links along with computers that let people in different locations see, hear, and talk with one another) engage in collaborative computing (state-of-the-art computer software and hardware that helps people work better together)use knowledge management (implementing of systems and practices to increase the sharing of knowledge and information throughout an organization)



CHALLENGE #5: MANAGING FOR ETHICAL STANDARDS

Pressure to meet sales, production, and other targets can create ethical dilemmas for managers

CHALLENGE #6: MANAGING FOR YOUR OWN HAPPINESS AND LIFE GOALS

Managers need to consider whether meeting the organization’s challenges is also personally fulfilling




Which of the following is not one of the four management functions?

A) planning

B) controlling

C) leading

D) implementing


1.3 What Managers Do: The Four Principal Functions

WHAT MANAGERS DO: THE FOUR PRINICPAL FUNCTIONS

Four functions: planning, organizing, leading, and controlling make up the management process



Figure 1.1: The Management Process


Figure 1.1: The Management Process Figure 1.1: The Management Process



Planning is setting goals and deciding how to achieve themOrganizing involves arranging tasks, people, and other resources to accomplish workLeading is defined as motivating, directing, and otherwise influencing people to work hard to achieve the organization’s goalsControlling involves monitoring performance, comparing it with goals, and taking corrective action as needed


1.4 Pyramid Power: Levels & Areas of Management

PYRAMID POWER: LEVELS & AREAS OF MANAGEMENT

There are three levels of management: top, middle, and first lineManagers can also be general managers and functional managers While the traditional management structure is a pyramid-like model with the CEO at the top and layers of managers below, the model of the future is more like an orchestra where workers are the musicians, and their manager is the conductor



Figure 1.2: The Levels and Areas of Management




Top managers make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for itMiddle managers implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them First line managers make short-term operating decisions, directing the daily tasks of non-managerial personnel



AREAS OF MANAGEMENT: FUNCTIONAL MANAGERS VERSUS GENERAL MANAGERS

Organizations are run by two types of managers:functional managers are responsible for just one organizational activity for example Director of Financegeneral managers are responsible for several organizational activities like Executive Vice President



There are three types of organizations:for-profit organizations are formed to make money by selling products or servicesnonprofit organizations (ex. The Red Cross) offer services without making a profitmutual-benefit organizations like trade associations advance members’ interestsManagers perform the same management functions regardless of the type of organization


1.5 Roles Managers Must Play Successfully

Research shows that

managers rely more on verbal than on written communicationmanagers work long hours at an intense pacemanagers’ work is characterized by fragmentation, brevity, & variety


1.5 Roles Managers Must Play Successfully

To be successful, managers must be able to play three roles:interpersonal roles (figurehead, leader, and liaison) involve managers interacting with people inside and outside their work unitsinformational roles (monitor, disseminator, and spokesperson) require managers to receive and communicate informationdecisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator) require managers to make decisions to solve problems or take advantage of opportunities




Which of the following is an informational role?

A) entrepreneur

B) liaison

C) monitor

D) negotiator


1.6 The Entrepreneurial Spirit

THE ENTREPRENEURIAL SPIRIT

Entrepreneurship is the process of taking risks to create a new enterpriseAn entrepreneur is someone who sees a new opportunity for a product or service and launches a business to try to realize itAn intrapreneur is 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


1.6 The Entrepreneurial Spirit

How Do Entrepreneurs & Managers Differ?

Entrepreneurs start businesses, managers grow or maintain businessesBoth entrepreneurs and managers -have a high need for achievement-believe in personal control of destiny-have high energy levels and an action orientation-have a high tolerance for ambiguityEntrepreneurs more than managers-have high self confidence and tolerance for risk


1.7 The Skills Star Managers Need

THE SKILLS STAR MANAGERS NEED

Good managers need to have technical skills -the ability to perform a specific job conceptual skills -the ability to think analytically and human skills -the ability to interact with others


1.7 The Skills Star Managers Need

Today, companies want managers with

-the ability to motivate and engage others-the ability to communicate-work experience outside the U.S.-high energy levels to meet the demands of global travel and a 24/7 world




Which of the following is not one of the three skills managers should cultivate?

A) technical skills

B) entrepreneurial skills

C) conceptual skills

D) human skills

Documents

Management A Practical Introduction Third Edition