Chapter 1
Managing
Management Fundamentals
Concepts
Applications
Third Edition
Copyright 2006 Thomson Business and Economics.
All rights reserved.
Skill Development
Robert N. Lussier
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Learning
Learning Outcomes
Outcomes
After studying this chapter, you should be able to:
1. Describe a managers responsibility.
2. List and explain the three management skills.
3. List and explain the four management functions.
4. Identify the three management role categories.
5. List the hierarchy of management levels.
6. Describe the three different types of managers.
7. Describe the differences among management levels in terms of
skills needed and functions performed.
Copyright 2006 Thomson Business and
Economics. All rights reserved.
12
Learning
Learning Outcomes
Outcomes (contd)
(contd)
8. Define the following key terms:
manager
managers resources
performance
management skills
technical skills
human and communication
skills
conceptual and decisionmaking skills
management functions
Copyright 2006 Thomson Business and
Economics. All rights reserved.
planning
organizing
leading
controlling
management role categories
levels of management
types of managers
knowledge management
13
Why
Why Study
Study Management?
Management?
The better you can work with people, the more
successful you will be in both your personal and your
professional lives.
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
14
Why
Why Study
Study Management?
Management? (contd)
(contd)
The study of management builds the skills needed in
todays workplace to succeed in:
____________________________________________
____________________________________________
____________________________________________
____________________________________________
The study of management also applies directly to your
personal life in helping you to:
____________________________________________
____________________________________________
____________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
15
What
What Is
Is aa Managers
Managers Responsibility?
Responsibility?
Manager
_________________________________________
_________________________________________
_________________________________________
The Managers Resources
_________________________________________
Performance
_________________________________________
_________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
16
What
What Does
Does ItIt Take
Take to
to Be
Be aa Successful
Successful Manager?
Manager?
Management Qualities
Management Skills
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
The Ghiselli Study
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
17
Exhibit 12
What
What Do
Do Managers
Managers Do?
Do?
Management Functions
Planning
Organizing
_______________________________________
_______________________________________
Leading
_______________________________________
_______________________________________
_______________________________________
_______________________________________
Controlling
_______________________________________
_______________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
18
Management
Management Roles
Roles
Role
_________________________________________________
_________________________________________________
Management Role Categories (Mintzberg)
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
19
Differences
Differences Among
Among Managers
Managers
The Three Levels of Management
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
110
Types
Types of
of Managers
Managers
General Managers
Functional Managers
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
Project Managers
_________________________________________________
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
111
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges
Technology and Speed
Networking and
Boundaryless
Relationships
Globalization
and Diversity
Knowledge,
Learning,
Quality, and
Continuous
Improvement
Ethics and
Social
Responsibility
Participative
Management,
Empowerment,
and Teams
Knowledge
Management
Change, Creativity, Innovation,
and Entrepreneurship
Copyright 2006 Thomson Business and
Economics. All rights reserved.
112
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges
Technology and Speed
E-business:
_________________________________________________
_________________________________________________
E-commerce:
_________________________________________________
_________________________________________________
Globalization and Diversity
_________________________________________________
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
113
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Knowledge, Learning, Quality, and Continuous
Improvement
Information is
_________________________________________________
_________________________________________________
_________________________________________________
Knowledge Management
Involves
_________________________________________________
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
114
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Change, Creativity, Innovation, and Entrepreneurship
Knowledge management requires
_________________________________________________
_________________________________________________
The speed of change in modern business
_________________________________________________
Creativity is
_________________________________________________
_________________________________________________
Entrepreneurship is
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
115
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Participative Management, Empowerment, and Teams
Empowering employees to
_________________________________________________
_________________________________________________
Learning organizations manage knowledge well by
_________________________________________________
Ethics and Social Responsibility
_________________________________________________
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
116
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Networking and Boundaryless Relationships
Electronic networks
Relationship networks
Virtual integration
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
117
Appendix
A Brief History of Management
Management Fundamentals
Concepts
Applications
Third Edition
Copyright 2006 Thomson Business and Economics.
All rights reserved.
Skill Development
Robert N. Lussier
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Learning
Learning Outcomes
Outcomes
After studying this appendix, you should be able to:
1. State the major similarities and differences between the
classical and behavioral theorists.
2. Describe how systems theorists and contingency theorists differ
from classical and behavioral theorists.
3. Define the following key terms:
classical theorists
systems theorists
behavioral theorists
sociotechnical theorists
management science theorists contingency theorists
Copyright 2006 Thomson Business and
Economics. All rights reserved.
119
Classical
Classical Theory
Theory
Classical Theorists
_________________________________________________
_________________________________________________
_________________________________________________
Scientific Management
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
120
Classical
Classical Theory
Theory (contd)
(contd)
Administrative Theory
Henri Fayol
_____________________________________________
_____________________________________________
Max Weber
_____________________________________________
Chester Barnard
_____________________________________________
Mary Parker Follett
_____________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
121
Behavioral
Behavioral Theory
Theory
Behavioral Theorists
______________________________________________________
Human Relations Movement (later, the Behavioral Science Approach)
Elton Mayo
__________________________________________________
Abraham Maslow
__________________________________________________
Douglas McGregor
___________________________________
___________________________________
___________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
122
Management
Management Science
Science
Management Science Theorists
Focus on
_________________________________________________
_________________________________________________
_________________________________________________
Mathematical models are used
_________________________________________________
_________________________________________________
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
123
Integrative
Integrative Theories
Theories
Systems Theory
Sociotechnical Theory
Focuses on
_________________________________________________
_________________________________________________
_________________________________________________
Focuses on
_________________________________________________
Contingency Theory
Focuses on
_________________________________________________
Copyright 2006 Thomson Business and
Economics. All rights reserved.
124
