Daft MGT 1

Chapter 1:
Innovation for
Turbulent
Times
Learning Objectives
What is management? Organization?

What are the skills managers need?
What are the personal challenges for a new manager?
What roles do managers perform?
What management competencies are needed today?
What is unique for managers in small businesses and nonprofits?
How is technology affecting organizations?
How is leadership viewed today?
How do managers manage crisis?
What is e-business and e-commerce?
What is ERP and CRM?
What current and historical forces shaping management today?2
8/6/2008
Definition of Management
The attainment of organizational

goals in an effective and efficient
manner through
Four functions
planning,
organizing,
leading, and
controlling organizational resources.
Managers
8/6/2008 use a multitude of skills to perform functions 3
Organizational Performance
Attainment of organizational goals in

an efficient and effective manner
8/6/2008 The Process of Management 4

Organizational Performance
Organization - social entity that is goal

directed and deliberately structured
Effectiveness - degree to which organization
achieves a stated goal
Efficiency - use of minimal resources (raw
materials, money, and people) to produce the
desired volume of output
Performance organizations ability to attain
its goals by using resources in an efficient and
effective manner
8/6/2008 5
Managerial Levels in the
Organizational Hierarchy
8/6/2008 6
Management Skills
Exhibit 1.2
8/6/2008 7
Management Skills
Conceptual Skills Cognitive ability to

see the organization as a whole and the
relationships among its parts
Human Skills ability to work with and

through other people and to work effectively
as a group member
Technical Skills understanding of and

proficiency in the performance of specific
tasks
8/6/2008 8
Functions of Management
Planning
Select goals and

ways to attain
them
Controlling Organizing
Monitor activities and

Assign responsibility
make corrections
for task
accomplishment
Leading
Use influence to
motivate employees
8/6/2008 9
Planning Function
Defines goals for future

organizational
performance
Decides tasks and use of

resources needed
8/6/2008 10
Organizing Function
Follows planning
Reflects how organization
accomplish plan
Involves assignment of:
tasks into departments
authority and allocation of
resources across organization
8/6/2008 11
Leading Function
The use of influence to

motivate employees to
achieve the
organizations goals.
8/6/2008 12
Controlling Function
Monitoring employees activities

Determining whether the
organization is on target toward its
goals
Making corrections as necessary
8/6/2008 13
Controlling Function - Trends
Empowerment and trust of employees =

training employees to monitor and
correct themselves
New information technology provides
control without strict top-down
constraints
Lack of control can lead to
organizational failure
8/6/2008 14
The Leap From Individual
Performer to Manager
Exhibit 1.4
8/6/2008 15
What is it like to be a Manager?
Manager Activities
Adventures in Multitasking
Life on Speed Dial
Managers Role
Set of expectations for ones behavior
Diverse activities --10 roles
8/6/2008 16
Ten Manager Roles
Category Role
Informational Monitor
Disseminator
Spokesperson
Interpersonal Figurehead
Leader
Liaison
Decisional Entrepreneur
Disturbance handler
Resource allocator
Negotiator
8/6/2008 17
Managing in Small Businesses and
Nonprofit Organizations
Role Differences
Source of Financial Resources
Unconventional Bottomline
8/6/2008 18
Management and the New Workplace
8/6/2008 19
Exhibit 1.7
Management and the New Workplace
Forces on organizations
Technology
Outsourcing
Diversity
New Management Competencies
Dispersed leadership
Empowering others
Collaborative relationships
Team-building skills
Learning organization
8/6/2008 20
Managing During Turbulent Times
Stay Calm
Be Visible
Put People Before Business
Tell the Truth
Know When to Get Back to
Business
8/6/2008 21
The Learning Organization
EXHIBIT 1.6
8/6/2008 22
Managing the Technology-Driven
Workplace
E-business
E-commerce
Business-to-consumer (B2C)
Business-to-business (B2B)
Consumer-to-consumer (C2C)
Innovation in the Workplace
Enterprise resource
planning (ERP)
Customer Relationship
Management (CRM)
8/6/2008
Knowledge Management 23
Influential Forces
How do these
forces
Social Forces influence
organizations
Political Forces and
management?
Economic Forces
8/6/2008 24
Historical Context
Classical Perspective Scientific Management

Efficiency is Everything
Administrative Principle
Human Resource Worker Participation
Perspective Considerate Leadership
Behavioral Sciences Humanistic Management
Approach Understand Employee Behavior
8/6/2008 25

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Chapter 1:

What is management? Organization?

The attainment of organizational

Attainment of organizational goals in

8/6/2008 The Process of Management 4

Organization - social entity that is goal

Conceptual Skills Cognitive ability to

Human Skills ability to work with and

Technical Skills understanding of and

Select goals and

Monitor activities and

Defines goals for future

Decides tasks and use of

The use of influence to

Monitoring employees activities

Empowerment and trust of employees =

Source of Financial Resources

Classical Perspective Scientific Management

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