BBS

1. Fundamentals of
Core Concepts & Applications
Griffin
Eighth Edition
MANAGEMENT
.
Chapter 1
Managing and the Manager’s Job

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3. 4

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Table 1.1

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Management in Organizations
Inputs from the environment
• Human resources
• Financial resources
• Physical resources
• Information resources
Planning
and decision
making
Leading
Organizing
Controlling
Goals attained
• Efficiently
• Effectively
Figure 1.1

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Basic Purpose of Management
EFFICIENTLY
Using resources wisely and
in a cost-effective way
EFFECTIVELY
Making the right decisions and
successfully implementing them
And

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Efficiency
versus
Effectiveness
Source: Van Fleet, David D., Contemporary Management, Second Edition.
Copyright © 1991 by Houghton Mifflin Company. Used with
permissions.
Figure 1.2

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The Management Process (cont’d)
• Planning and Decision Making
– Setting an organization’s goals and selecting a course of
action from a set of alternatives to achieve them.
• Organizing
– Determining how activities and resources are grouped.
• Leading
– The set of processes used to get organizational members
to work together to advance the interests of the
organization.
• Controlling
– Monitoring organizational progress towards goals.

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The Management Process
Organizing
Determining how
best to group
activities and
resources
Controlling
Monitoring
and correcting
ongoing activities
to facilitate goal
attainment
Planning and
Decision Making
Setting the organiza-
tion’s goals and
deciding how best
to achieve them
Leading
Motivating members
of the organization
to work in the best
interests of the
organization
Figure 1.3

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What is a Manager?
According to Ricky W. Griffin:
• Someone whose primary responsibility is to
carry out the management process.
• Someone who plans and makes decisions,
organizes, leads, and controls
human, financial, physical,
and information resources.

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Kinds of Managers by Level and Area
Middle managers
Areas of Management
Levels of Management
First-line managers
Top managers
Figure 1.4

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Kinds of Managers by Level
• Top Managers
– The relatively small group of executives who manage
the organization’s overall goals, strategy, and
operating policies.
• Middle Managers
– Largest group of managers in organizations who are
primarily responsible for implementing the policies
and plans of top managers. They supervise and
coordinate the activities of lower-level managers.
• First-Line Managers
– Managers who supervise and coordinate the
activities of operating employees.

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Kinds of Managers by Area
• Marketing Managers
– Work in areas related to getting consumers and clients
to buy the organization’s products or services.
• Financial Managers
– Deal primarily with an organization’s financial
resources.
• Operations Managers
– Concerned with creating and managing the systems
that create organization’s products and services.

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Kinds of Managers by Area (cont’d)
• Human Resource Managers
– Involved in human resource planning, recruiting
and selection, training and development,
designing compensation and benefit systems,
formulating performance appraisal systems.
• Administrative Managers
– Generalists who are familiar with all functional
areas of management and who are not associated
with any particular management specialty.

17. Interpersonal
Informational
Decisional
1. Figurehead
2. Leader
3. Liaison
4. Monitor
5. Disseminator
6. Spokesperson
7. Entrepreneur
8. Disturbance-handler
9. Resource-allocator
10. Negotiator
Managerial Roles
17 Figure 1.5

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• Represent the organization or department in legal, social,
ceremonial, or symbolic activities
• Generally considered a top management function
• However, leaders throughout the organization can perform
this role
• Includes:
– Signing official documents
– Entertaining clients and official visitors
– Speaking engagements (formal and informal)
– Presiding at meetings and ceremonies
Interpersonal: Figurehead Role

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• Pervades all managerial behavior
• Influences how leaders perform other roles
• Includes:
– Hiring and training
– Giving instructions and coaching
– Evaluating performance
Interpersonal: Leader Role

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• Interacting with people outside the
organizational unit
• Includes:
– Networking
– Developing relationships
– Gaining information and favors
– Serving on committees
– Attending professional meetings
– Keeping in touch with other people and
organizations
Interpersonal: Liaison Role

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• Gathers information
• Analyzes the information to discover
problems and opportunities
• Includes:
– Reading memos, reports, and publications
– Talking to others
– Attending meetings
– Observing competitors
Informational: Monitor Role

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• Sends information to others
• Information passed via:
– Oral means
– Telephone or voice mail
– One-on-one discussions
– Meetings
– Written media
– E-mail
– Printed documents
– Handwritten notes
Informational: Disseminator Role

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• Provides information to people outside the
organizational unit
• Examples:
– Meeting with the boss to discuss performance
– Meeting with the budget officer to discuss the
unit budget
– Answering letters
– Reporting information to the government
Informational: Spokesperson Role

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• Innovative
• Initiation of improvements
• Examples:
– Developing new or improved products and
services
– Developing new ways to process products and
services
– Purchasing new equipment
Decisional: Entrepreneur Role

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• Takes corrective action during crisis or conflict
situations
• Involves reactions to unexpected events
• Leaders typically give this role priority
• Examples:
– A union strike
– Equipment breakdown
– Needed material not arriving on time
– Tight schedules
Decisional: Disturbance-Handler Role

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• Involves scheduling, requesting
authorization, and performing budgeting
activities
• Examples:
– Deciding what is done now, later, or not at all
– Setting priorities and time management
– Allocating raises, overtime, and bonuses
– Scheduling employee, equipment, and material
use
Decisional: Resource-Allocator Role

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• Represents their organizational unit in
transactions without set boundaries
• Examples:
– Setting pay and benefits for a new professional
employee or manager
– Reaching agreement on a labor union contract
– Contracting with customers or suppliers
Decisional: Negotiator Role

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Table 1.2

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Skills and
the
Manager
Figure 1.6

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Fundamental Management Skills
• Technical
– Skills necessary to accomplish or understand the
specific kind of work being done in an organization.
• Interpersonal
– The ability to communicate with, understand, and
motivate both individuals and groups.
• Conceptual
– The manager’s ability to think in the abstract.
• Diagnostic
– The manager’s ability to visualize the most
appropriate response to a situation.

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Fundamental Management Skills
(cont’d)
• Communication
– The manager’s abilities both to convey ideas and
information effectively to others and to receive ideas
and information effectively from others.
• Decision-Making
– The manager’s ability to recognize and define
problems and opportunities correctly and then to
select an appropriate course of action to solve the
problems and capitalize on opportunities.
• Time-Management
– The manager’s ability to prioritize work, to work
efficiently, and to delegate appropriately.

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Fundamental Management Skills
• Management Skill Mixes at Different
Organizational Levels
Figure 1.7

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Management: Science or Art?
• The Science of Management
– Assumes that problems can be approached using
rational, logical, objective, and systematic ways.
– Requires technical, diagnostic, and decision-making
skills and techniques to solve problems.
• The Art of Management
– Decisions are made and problems solved using a
blend of intuition, experience, instinct, and personal
insights.
– Requires conceptual, communication, interpersonal,
and time-management skills to accomplish the tasks
associated with managerial activities.

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Figure 1.8