Overview Management and Managers
Management: The art of getting things done through people in the organization
Managers give organizations a sense of purpose and direction
• Managers create new ways of producing and distributing goods and services
• Managers change how the world works through their actions
Leaders versus Managers Functions of Management Planning & Strategizing
• Planning – a formal process whereby managers choose goals, identify actions, allocate responsibility for implementing actions, measuring the success of actions, and revising plans
• Planning is used to develop overall strategies
• A strategy is an action that managers take to attain the goals
• Strategizing – the process of thinking through on a continual basis what strategies an organization should pursue to attain its goals Organizing Organizing involves deciding:
• Who will perform the task?
• Where will decisions be made?
• Who reports to whom?
• How will different parts of the organization fit together to accomplish the common goal?
Leading & Developing
• Leading – is the process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals.
• Developing employees – the task of hiring, training, mentoring, and rewarding employees in an organization, including other managers.
• The process of monitoring performance against goals, intervening when goals are not met, and taking corrective action
• Important aspect is creating incentives that align employees’ and organization’s interests
– What is the difference between benefits and incentives?
Benefits & Incentives
– Performance Bonuses, Performance-based Time Off , Recognition and Awards, Promotion
– Health Benefits, Education and Learning, Retirement Planning and 401(k), Child Care and Elder Care Assistance
• What would they like as incentives for performance?
• Are the functions of management only for managers in organizations or can they apply to you as a student as well?
Types of Managers
Challenges towards becoming a Manager
• From Specialist to Manager
– Journey begins when people are successful at a specialist task that they were hired to do
– Need to be able to get things done through other people
• Mastering the Job
– Tends to be a large difference between expectations and reality
– Workload is tremendous
– Biggest challenge within the first year = “People challenges”
• Roles that involve interacting with other people inside and outside the organization
• Interpersonal roles:
– Figureheads: Greet visitors, Represent the company at community events, Serve as spokespeople, and Function as emissaries for the organization
– Leader: Influence, motivate, and direct others as well as strategize, plan, organize, control, and develop
– Liaison: Connect with people outside their immediate unit
• Cross-functional teams
• Collecting, Processing and Disseminating
• Roles: Monitor, disseminator, and spokesperson
• Whereas interpersonal roles deal with people and informational roles deal with knowledge, decisional roles deal with action
• Decisional roles:
– Entrepreneur: Managers must make sure their organizations innovate, change, develop, and adopt
– Disturbance handler: Addressing unanticipated problems as they arise and resolving them expeditiously
– Resource allocator: How best to allocate scarce resources
– Negotiator: Negotiation is continual for managers
Alan Mulalley, CEO
Boeing Commercial Airplanes
• Decisional Roles:
– After September 11 attacks, Mulalley had to renegotiate delivery of some 500 airplanes
– Cut jet production by more than half
– Fire 27,000 workers
– During the downturn, he focused on cutting waste and streamlining his airplane production lines
– He then bet the company’s future on a set of new technologies that are now turning Boeing’s super efficient 787 Dreamliner into the hottest-selling new jetliner in history
What makes a Manager
Desire to Compete
Desire to Exercise Power
Desire to be Distinct
Desire to Take Action