Quản trị kinh doanh - Chapter 1: Introduction

Chapter 1IntroductionLearning ObjectivesAnswer the question: What is management?Explain why management must be understood within the context of organizations and how organizations affect the practice of management.After studying this chapter, you should be able to:©2005 Prentice HallLearning ObjectivesDescribe the role of working with and through people in effective management.Explain managerial paradoxes and how dealing with them lies at the core of management.Specify the nature and extent of commitment required for managerial excellence.After studying this chapter, you should be able to:©2005 Prentice HallLearning ObjectivesDefine the term “entrepreneurial mindset” and explain its importance for managers.Describe and compare the different elements of managerial work and the different managerial roles.Discuss the skills necessary to be an effective manager.After studying this chapter, you should be able to:©2005 Prentice HallManaging Effectively: Three Critical ChallengesGLOBALISMTECHNOLOGYCHANGEManagement Challenges for the 21st CenturyAdapted from Exhibit 1-1: Critical Management Challenges for the 21st Century©2005 Prentice HallManaging Strategically to Meet the ChallengesImportance of knowledge and intellectual capitalChange requires managers toManage within an organizational contextAccomplish tasks with and through peopleManage paradoxesMake a substantial commitment and manage in an entrepreneurial manner ©2005 Prentice HallWhat is Management?It is a processA series of activities and operations, such as planning, deciding, and evaluatingOf assembling and using sets of resourcesHuman, financial, material and informationIn a goal‑directed manner to accomplish tasksA purposeful activityIn an organizational settingIt is undertaken in organizations By people with different functions intentionally structured and coordinated to achieve common purposes ©2005 Prentice HallManagement Perspective 1: The Organizational ContextManagement occurs in organizations, not in isolationThere are many different types of organizationsEach organization has its own characteristics that influence effective managementEffective managers must understand organizations©2005 Prentice HallManagement Perspective 2: The Human FactorEffective managers must be adept at Assessing other people’s capabilitiesMatching people’s capabilities with appropriate responsibilitiesMotivating people©2005 Prentice HallManagement Perspective 3: Managing ParadoxesManagement requires simultaneously mastering multiple and potentially conflicting situationsIntegration and fragmentationConsistency & FlexibilityReflection & ActionGlobal Perspective and Local Understanding©2005 Prentice HallManagement Perspective 4: Entrepreneurial MindsetManagers must continuously search for and exploit new opportunitiesAn entrepreneurial mindset requires a commitment to constantly learning new skills and acquiring new knowledgeAn entrepreneurial mindset also requires a commitment to adding value to other people’s efforts and to society©2005 Prentice HallWhat Managers DoManagerial activities differ byThe functions managers serveThe roles in which managers operateThe dimensions of each manager’s job©2005 Prentice HallManagerial FunctionsPlanningOrganizingDirectingControllingManagingAdapted from Exhibit 1.2: Managerial Functions©2005 Prentice HallPlanningPlanning involvesEstimating future conditions and circumstancesMaking decisions based on these estimations about what work is to be doneBy the managerBy all of those for whom she or he is responsible ©2005 Prentice HallOrganizingOrganizing involves paying attention toThe structure of relationships among positionsThe people occupying those positionsLinking that structure to the overall strategic direction of the organization©2005 Prentice HallDirecting (Leading)Directing is the process of influencing other people to attain organizational objectivesMotivating othersInteracting effectively in group and team situationsCommunicating in support of others’ efforts on behalf of achieving their work and organizational goals ©2005 Prentice HallControllingRegulating the work of those for whom a manager is responsible which may includeSetting standards of performance in advanceMonitoring ongoing (real‑time) performanceAssessing a completed performanceResults of the control process (evaluation) are fed back into the planning process ©2005 Prentice HallManagerial RolesAdapted from Exhibit 1.3: Types of Managerial RolesInterpersonal Roles FigureheadLeaderLiaisonInformational Roles MonitorDisseminatorSpokespersonDecisional Roles EntrepreneurialDisturbance HandlerResource AllocatorNegotiator©2005 Prentice HallManagerial Job DimensionsActivities or duties that must be carried outStandards or levels of minimum performance that must be met. Demands©2005 Prentice HallManagerial Job DimensionsFactors that limit the response of the managerTimeBudgetsTechnologyAttitudes of subordinatesLegal regulationsDemandsConstraints©2005 Prentice HallManagerial Job DimensionsDiscretionary behaviorHow work is to be doneHow much work is to be doneWho will do the workWhat initiatives will be undertaken from almost infinite possibilitiesDemandsConstraintsChoices©2005 Prentice HallJob A: Project Team ManagerJob B: Fast Foods Restaurant ManagerDemandsDevelop new product with strong market appealHold formal weekly progress meeting with bossFrequent travel to other company sites Maintain attractive appearance of restaurantKeep employee costs as low as possibleMeet standards for speed of serviceAdapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and ChoicesTwo Managerial Jobs©2005 Prentice HallJob A: Project Team ManagerJob B: Fast Foods Restaurant ManagerConstraints12 month deadline for product developmentProject budget limit of $1 millionNo choice in selecting team membersMost employees have limited formal educationFew monetary incentives to reward outstanding performanceFederal and state health and safety regulationsAdapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and ChoicesTwo Managerial Jobs©2005 Prentice HallJob A: Project Team ManagerJob B: Fast Foods Restaurant ManagerChoicesThe organizational structure of the project teamSequencing of project tasksBudget allocationSelection of employee to promote to supervisorScheduling of shifts and assignmentsLocal advertising promotionsAdapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and ChoicesTwo Managerial Jobs©2005 Prentice HallWhat Skills Do Managers Need?Interpersonal skillsSensitivityPersuasivenessEmpathyConceptual skillsLogical reasoningJudgmentAnalytical abilities Adapted from Exhibit 1.5: Managers’ SkillsTechnical skillsSpecialized knowledge(Including when and how to use the skills)©2005 Prentice HallImportanceImportance of Managerial Skills at Different Organizational LevelsHighLowEntry LevelManagersMid-Level ManagersTop Level ManagersAdapted from Exhibit 1.6: Relative Importance of Managerial Skills at Different Organizational LevelsInterpersonal skillsTechnical skillsConceptual skills©2005 Prentice HallWho Succeeds? Who Doesn’tPotential managerial leaders share traits early on:Have survived stressful situationsFrequently described as moody or volatile. May be able to keep their temper with superiors during crises but are hostile toward peers and subordinates.Maintain composure in stressful situations, are predictable during crises, are regarded as calm and confident.Those who don’t quite make it:Those who succeed:Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?Bright, with outstanding track recordsHave been successful, but generally only in one area or type of job.Have diverse track records, demonstrated ability in many different situations, and a breadth of knowledge of the business or industry.©2005 Prentice HallWho Succeeds? Who Doesn’tPotential managerial leaders share traits early on:Ambitious and oriented toward problem solvingMay attempt to micro-manage a position, ignoring future prospects, may staff with the incorrect people or neglect the talents they have, may depend too much on a single mentor, calling their own decision-making ability into question.While focusing on problem solutions, keep their minds focused on the next position, help develop competent successors, seek advice from many sources.Those who don’t quite make it:Those who succeed:Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?Have a few flawsCover up problems while trying to fix them. If the prob-lem can’t be hidden, they tend to go on the defensive and even blame someone else for it.Make a few mistakes, but when they do, they admit to them and handle them with poise and grace.©2005 Prentice HallWho Succeeds? Who Doesn’tPotential managerial leaders share traits early on:Those who don’t quite make it:Those who succeed:Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?Good people skillsMay be viewed as charming but political or direct but tactless, cold, and arrogant. People don’t like to work with themCan get along well with different types of people, are outspoken without being offensive, are viewed as direct and diplomatic.Source: Adapted from M. W. McCall, Jr. and M. M. Lombardo, “Off the Track: Why and How Successful Executives Get Derailed,” Technical Report #21 (Greensboro, N.C.: Center for Creative Leadership, 1983), pp. 9-11.©2005 Prentice Hall