Chapter One
The Exceptional Manager What You Do, How You Do It
McGraw-Hill/Irwin
2009 The McGraw-Hill Companies, All Rights Reserved
Major Questions You Should Be Able to Answer
1.1 What are the rewards of being an exceptional manager? 1.2 What are six challenges I can look forward to as a manager? 1.3 What would I actually do as a manager? 1.4 What are the levels and areas of management I need to know to move up, down, and sideways?
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Major Questions You Should Be Able to Answer
1.5 To be an exceptional manager, what roles must I play successfully? 1.6 Do I have what it takes to be an entrepreneur? 1.7 To be a terrific manager, what skills should I cultivate?
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Management: What It Is, What Its Benefits Are
Managers operate within an organization Organization
a group of people who work together to achieve some specific purpose
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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 organizations resources
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Management: What It Is, What Its Benefits Are
To be efficient means to use resourcespeople, money, raw materials, and the like-wisely and cost-effectively
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Management: What It Is, What Its Benefits Are
To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve organizational goals
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Question?
Burger King decided to add breakfast to its hours of operation in order to increase its customers. This was an attempt to improve the organization's: A. effectiveness B. planning C. leading strategy D. efficiency
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Example Efficiency versus Effectiveness
Many companies now use a recorded telephone menu of options to answer customer calls This is efficient for the companies, but not effective Most consumers prefer a live agent
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Management: What It Is, What Its Benefits Are
Payoffs of studying management
Understanding how to deal with organizations from the outside Understanding how to relate to your supervisors
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Management: What It Is, What Its Benefits Are (cont.)
Payoffs of studying management
Understanding how to interact with coworkers Understanding how to manage yourself in the workplace
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Six Challenges to Being a Star Manager
1. Managing for competitive advantage staying ahead of rivals 2. Managing for diversity the future wont resemble the past 3. Managing for globalization the expanding management universe
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Six Challenges to Being a Star Manager (cont.)
4. Managing for information technology 5. Managing for ethical standards 6. Managing for your own happiness & life goals
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Example Losing Competitive Advantage
Major networks ABC, NBC, CBS, and Fox have lost their competitive advantage Rise of cable, change to an ondemand viewing model, and the networks obsession with beating other hit shows
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Managing for Competitive Advantage
Competitive advantage
the ability of an organization to produce goods or services more efficiently than competitors do, thereby outperforming them
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Managing for Competitive Advantage
1. Being responsive to customers 2. Innovation 3. Quality 4. Efficiency
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Question?
John wants his salespeople to use Blackberries to improve their sales. Which challenge is he trying to manage? A. Diversity B. Information technology C. Competitive advantage D. Globalization
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Managing for Information Technology
Information technology has facilitated e-business, using the Internet to facilitate every aspect of running a business
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Managing for Information Technology
Implications of e-business Far-ranging e-management and ecommunication Accelerated decision making, conflict, and stress Changes in organizational structure, jobs, goal setting, and knowledge management
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What Managers Do: The Four Principal Functions
Figure 1.1
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Question?
Laura runs a sales and expense report at the end of each work day. Which management function is she performing? A. Leading B. Organizing C. Controlling D. Planning
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Pyramid Power: Levels & Areas of Management
Figure 1.2
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Pyramid Power: Levels & Areas of Management
Top managers
make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it
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Pyramid Power: Levels & Areas of Management
Middle 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 nonmanagerial personnel
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Pyramid Power: Levels & Areas of Management
Functional manager
responsible for just one organizational activity
General manager
responsible for several organizational activities
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Question?
Donielle supervises the food assembly line workers. What type of manager is she? A. Top manager B. Middle manager C. First-line manager D. General manager
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Roles Managers Must Play Successfully
The managers roles: Mintzbergs useful findings 1. A manager relies more on verbal than on written communication 2. A manager works long hours at an intense pace 3. A managers work is characterized by fragmentation, brevity, & variety
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Three Types of Managerial Roles
Interpersonal roles
managers interact with people inside and outside their work units figurehead, leader, liaison
Informational roles
managers receive and communicate information monitor, disseminator, spokesperson
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Three Types of Managerial Roles
Decisional roles
managers use information to make decisions to solve problems or take advantage of opportunities entrepreneur, disturbance handler, resource allocator, negotiator
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Question?
CEO, Gary Kelly sets the direction and strategy for Southwest Airlines. What type of managerial role is he performing? A. Interpersonal B. Informational C. Decisional D. Conclusive
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The Entrepreneurial Spirit
Entrepreneurship
process of taking risks to try to create a new empire Entrepreneur, intrapreneur
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The Entrepreneurial Spirit
Entrepreneur
someone who sees a new opportunity for a product or service and launches a business to try to realize it
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The Entrepreneurial Spirit
Intrapreneur
someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organizations resources to try to realize it
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How Do Entrepreneurs & Managers Differ
Being an entrepreneur is what it takes to start a business Being a manager is what it takes to grow or maintain a business
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The Entrepreneurial Spirit
Necessity entrepreneurs
people who suddenly must earn a living and are simply trying to replace lost income and are hoping a job comes along
Opportunity entrepreneurs
those who start their business out of a burning desire rather than because they lost a job
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Question?
George thought there was an opportunity and opened a new deli in Irmo. He is a(n) __________. A. Manager B. Intrapreneur C. Entrepreneur D. Omni-preneur
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The Skills Star Managers Need
Technical skills
the job-specific knowledge needed to perform well in a specialized field
Conceptual skills
the ability to think analytically, to visualize an organization as a whole and understand how the parts work together
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The Skills Star Managers Need
Human skills
the ability to work well in cooperation with other people to get things done
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The Most Valued Traits in Managers
The ability to motivate and engage others The ability to communicate Work experience outside the United States High energy levels to meet the demands of global travel and a 24/7 world
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Question?
Microsoft CEO, Steve Ballmer must balance the needs of the each department with the needs of the organization. Which skill he using? A. Technical B. Conceptual C. Human D. Procedural
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