Chapter 1: Management Page 1

Chapter 1: Management Page | 1

Effective Management 7 th Edition

Chapter 1: Management

Pedagogy Map This chapter begins with the learning outcome summaries and terms covered in the chapter, followed by a set of lesson plans for you to use to deliver the content in Chapter 1. Lesson Plan for Lecture (for large sections)  Lesson Plan for Group Work (for smaller sections)  Assignments with Teaching Tips and Solutions  What Would You Do Case Assignment – Netflix  Management Team Decision – Saying No to an Investor  Practice Being a Manager – Finding a Management Job  Self-Assessment – Is Management for You? Management Workplace – Camp Bow Wow • Additional Assignments and Activities  Review Questions  Develop Your Career Potential – Interview Two Managers  Additional Activities

Highlighted Assignments Key Points What Would You Do? After a period of phenomenal growth, Netflix faces several challenges as it looks to develop new ways to deliver movies.Management Team Decision Students must c onsider whether a beverage company should change its labelling at the request of its biggest investor.Practice Being a Manager (Experiential Exercise) Students explore the hiring process by role-playing interviews for management positions they research in the newspaper and online.Self-Assessment Students get a first g limpse to determine if their skills overlap those required of managers.Management Workplace Candace Stathis, a general manager at Camp Bow Wow, faces several challenges to keep the camp running as efficiently as possible.Additional Assignments Key Points Develop Your Career Potential Students interview two managers and compare the managers’ responses to the information in the chapter.(Chuck Williams) 1 / 4

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Learning Outcomes 1-1 Describe what management is.Good management is working through others to accomplish tasks that help fulfill organizational objectives as efficiently as possible.1-2 Explain the four functions of management.Henri Fayol’s classic management functions are known today as planning, organizing, leading, and controlling. Planning is determining organizational goals and a means for achieving them. Organizing is deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom.Leading is inspiring and motivating workers to work hard to achieve organizational goals. Controlling is monitoring progress toward goal achievement and taking corrective action when needed. Studies show that performing these management functions well leads to better managerial performance.1-3 Describe different kinds of managers.There are four different kinds of managers. Top managers are responsible for creating a context for change, developing attitudes of commitment and ownership, creating a positive organizational culture through words and actions, and monitoring their company’s business environments. Middle managers are responsible for planning and allocating resources, coordinating and linking groups and departments, monitoring and managing the performance of subunits and managers, and implementing the changes or strategies generated by top managers. First-line managers are responsible for managing the performance of nonmanagerial employees, teaching entry-level employees how to do their jobs, and making detailed schedules and operating plans based on middle management’s intermediate-range plans. Team leaders are responsible for facilitating team performance, managing external relationships, and facilitating internal team relationships.1-4 Explain the major roles and subroles that managers perform in their jobs.Managers perform interpersonal, informational, and decisional roles in their jobs. In fulfilling the interpersonal role, managers act as figureheads by performing ceremonial duties, as leaders by motivating and encouraging workers, and as liaisons by dealing with people outside their units. When managers perform the informational role, they act as monitors by scanning their environment for information, as disseminators by sharing information with others in the company, and as spokespersons by sharing information with people outside their departments or companies. In fulfilling decisional roles, managers act as entrepreneurs by adapting their units to incremental change, as disturbance handlers by responding to larger problems that demand immediate action, as resource allocators by deciding resource recipients and amounts, and as negotiators by bargaining with others about schedules, projects, goals, outcomes, and resources. 2 / 4

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1-5 Explain what companies look for in managers.Companies do not want one-dimensional managers. They want managers with a balance of skills. They want managers who know their stuff (technical skills), are equally comfortable working with blue-collar and white-collar employees (human skills), are able to assess the complexities of today’s competitive marketplace and position their companies for success (conceptual skills), and want to assume positions of leadership and power (motivation to manage). Technical skills are most important for lower-level managers; human skills are equally important at all levels of management; and conceptual skills and motivation to manage increase in importance as managers rise through the managerial ranks.1-6 Discuss the top mistakes that managers make in their jobs.Another way to understand what it takes to be a manager is to look at the top mistakes managers make.Five of the most important mistakes made by managers are being abrasive and intimidating; being cold, aloof, or arrogant; betraying trust; being overly ambitious; and failing to build a team and then delegate to that team.1-7 Describe the transition that employees go through when they are promoted to management.Managers often begin their jobs by using more formal authority and fewer people management skills.However, most find that being a manager has little to do with bossing their subordinates. After six months on the job, the managers were surprised at the fast pace and heavy workload and that “helping” their subordinates was viewed as interference. After a year on the job, most of the managers had come to think of themselves not as doers but as managers who get things done through others. And because they finally realized that people management was the most important part of their job, most of them had abandoned their authoritarian approach for one based on communication, listening, and positive reinforcement.1-8 Explain how and why companies can create competitive advantage through people.Why does management matter? Well-managed companies are competitive because their work forces are smarter, better trained, more motivated, and more committed. Furthermore, companies that practice good management consistently have greater sales revenues, profits, and stock market performance than companies that don’t. Finally, good management matters because good management leads to satisfied employees who, in turn, provide better service to customers. Because employees tend to treat customers the same way their managers treat them, good management can improve customer satisfaction.Key Terms conceptual skills controlling disseminator role disturbance handler role effectiveness efficiency entrepreneur role figurehead role first-line managers human skills leader role leading liaison role management meta-analysis middle managers monitor role motivation to manage negotiator role organizing planning resource allocator role spokesperson role team leaders technical skills top managers 3 / 4

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Lesson Plan for Lecture Pre-Class Prep for You: Pre-Class Prep for Your Students:  Prepare syllabus. Bring PPT slides. Buy book, read Chapter 1.

Warm Up Introduce self.Hand out syllabus and go over details.Begin Chapter 1 by asking students, “What is management?” (If a blackboard is available, begin to write their ideas on it so that a cumulative definition can be derived.)

Content Delivery Lecture slides: Make note of where you stop so you can pick up at the next class meeting. Slides have teaching notes on them to help you as you lecture.

Topics PowerPoint Slides Activities 1-1 Management Is…

1-2 Management Functions 1-2a Planning 1-2b Organizing 1-2c Leading 1-2d Controlling

1: Management

2: What Would You Do?

3: Management is…

4: Efficiency

5: Effectiveness

6: Four Management

Functions

7: Planning

8: Organizing

9: Leading

10: Controlling

11: What Really Works

12: The Control Process

Ask students who have been or are currently managers to tell the class what managers do. Write their comments on the board (organize by management function).

Use the above discussion to lead into the four management functions.

1-3 Kinds of Managers 1-3a Top Managers 1-3b Middle Managers 1-3c First-Line Managers 1-3d Team Leaders

13: Kinds of Managers

14: Jobs and

Responsibilities of Four Kinds of Managers

15: Top Managers

16: Middle Managers

17: First-Line Managers

18: Team Leaders

Ask the class to give specific examples of each of these types (using titles).

1-4 Managerial Roles 1-4a Interpersonal Roles 1-4b Informational Roles 1-4c Decisional Roles

19: Mintzberg’s

Managerial Roles and Subroles

20: Interpersonal Roles

21: Informational Roles

22: Decisional Roles

1-5 What Companies Look for in Managers

1-6 Mistakes Managers Make

23: What Companies

Look For

24: Relative Importance

of Managerial Skills

25: Top 10 Mistakes that

Managers Make

Ask the class or lecture about the qualities that good managers have.

Discuss common mistakes that managers make.

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