Managing and Performing: Chapter One

Managing
and
Performing
Chapter One
Copyright 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Learning Objectives
LO 1 Summarize the major challenges of managing in
the new competitive landscape
LO 2 Describe the sources of competitive advantage
for a company
LO 3 Explain how the functions of management are
evolving in todays business environment
LO 4 Compare how the nature of management varies
at different organizational levels
LO 5 Define the skills you need to be an effective
manager
LO 6 Discuss the principles that will help you manage
your career
1-2
Globalization
Todays enterprises are global, with
offices and production facilities in
countries all over the world
Means that a companys talent can
come from anywhere
1-3
Technological Change: The

Internet
Marketplace
Means for manufacturing goods and
services
Distribution channel
An information service
1-4
Technological Change: The

Internet
Drives down costs and speeds up
globalization.
Improves efficiency of decision
making.
Facilitates design of new products,
from pharmaceuticals to financial
services
1-5
Knowledge Management
Knowledge
management
Practices aimed
at discovering
and harnessing
an organizations
intellectual
resources
1-6
Knowledge workers
Workers whose primary contributions

are ideas and problem-solving
expertise
Knowledge managers find these

human assets, help people collaborate
and learn, help people generate new
ideas, and harness those ideas into
successful innovations.
1-7
Knowledge management is about
finding, unlocking, sharing, and
altogether capitalizing on the most
precious resources of an
organization: peoples expertise,
skills, wisdom, and relationships.
1-8
Collaboration across
Boundaries
Requires
productive
communications
among different
departments,
divisions, or
other subunits of
the organization
1-9
Collaboration across
Boundaries
Companies today must motivate and
capitalize on the ideas of people
outside the organization e.g. its
consultants, ad agencies, and
suppliers
Companies must realize that the

need to serve the customer drives
everything else
1-10
Managing for Competitive

Advantage
Innovatio
n
Quality
Service
Speed
Cost
Competitive
ness
Sustainab
ility
1-11
Question
___________ is the fast and timely
execution, response, and delivery of
results.
A.Innovation
B.Quality
C.Speed
D.Service
1-12

Advantage
Innovation
the introduction of new goods and

services
A firm must:
adapt to changes in consumer

demands and to new competitors.
be ready with new ways to
communicate with customers and
deliver the products to them.
1-13

Advantage
Quality
The excellence of your product (goods

or services)
Historically, quality referred to

attractiveness, lack of defects,
reliability, and long-term
dependability
1-14

Advantage
Today quality is
about preventing
defects before
they occur,
achieving zero
defects in
manufacturing,
and designing
products for
quality
1-15

Advantage
Service
giving customers what they want or

need, when they want it
focused on continually meeting the
needs of customers to establish
mutually beneficial long-term
relationships.
Speed
Fast and timely execution, response,

and delivery of results.
1-16

Advantage
Cost
competitivenes
s
Keeping costs
low to achieve
profits and be
able to offer
prices that are
attractive to
consumers.
1-17

Advantage
Sustainability
The effort to minimize the use of

resources, especially those that are
polluting and nonrenewable.
1-18
The Functions of
Management
Management
The process of working with people and

resources to accomplish organizational
goals
Efficiently, effectively
1-19
Question
____________ is monitoring performance
and making needed changes.
A.Planning
B.Organizing
C.Leading
D.Controlling
1-20
The Functions of
Management
Planning
Systematically making decisions about

the goals and activities that an
individual, a group, a work unit, or the
overall organization will pursue
analyzing current situations,
anticipating the future, determining
objectives, deciding in what types of
activities the company will engage
1-21
The Functions of
Management
Organizing
assembling and coordinating the

human, financial, physical,
informational, and other resources
needed to achieve goals
specifying job responsibilities, grouping
jobs into work units, marshaling and
allocating resources, and creating
conditions so that people and things
work together to achieve maximum
success
1-22
The Functions of
Management
Leading
stimulating people to be high

performers
Controlling
monitoring performance and making

needed changes.
1-23
Performing All Four

Management Functions
A typical day for a manager is not

neatly divided into the four functions
Days are busy and fractionated, and
spent dealing with interruptions,
meetings, and firefighting
1-24
Performing All Four

Management Functions
Good managers
devote adequate
attention and
resources to all
four
management
functions.
1-25
Management Levels and

Skills
1-26

Skills
Top-level managers
Senior executives responsible for the

overall management and effectiveness
of the organization.
Middle-level managers
Managers located in the middle layers

of the organizational hierarchy,
reporting to top-level executives.
1-27

Skills
Frontline
managers
Lower-level
managers who
supervise the
operational
activities of the
organization
1-28
Transformation of Management
Roles and Activities
Table
1.1
1-29
Managerial Roles:
What Managers Do
Table 1.2
1-30
Question
Which management skill is the
ability to lead, motivate, and
communicate effectively with
others?
A.Technical
B.Conceptual
C.Decision
D.Interpersonal
1-31
Management Skills
Technical skill
The ability to
perform a
specialized task
involving a
particular
method or
process
1-32
Management Skills
Conceptual and decision skills
Skills pertaining to the ability to identify

and resolve problems for the benefit of
the organization and its members.
1-33
Management Skills
Interpersonal and
communication skills
People skills; the ability to lead,

motivate, and communicate effectively
with others.
1-34
You and Your Career

Emotional
intelligence
The skills of
understanding
yourself,
managing
yourself, and
dealing
effectively with
others.
Social capital
Goodwill
stemming from
your social
relationships
1-35
You and Your Career
1-36
Two Relationships:
Which Will You Choose?
Figure 1.1
1-37
Managerial Action Is Your

Opportunity to Contribute
Figure 1.2
1-38
Common Practices of Successful

Executives
They ask What needs to be done?

not just What do I want to do?
They write an action plan. They
dont just think, they do, based on a
sound, ethical plan.
They take responsibility for
decisions.
They focus on opportunities rather
than problems.
1-39
CH2M-Hill
How does CH2MHill use
knowledge
management to
operate its
global business?
1-40

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Managing

Technological Change: The

Technological Change: The

Workers whose primary contributions

Knowledge managers find these

Companies must realize that the

Managing for Competitive

Managing for Competitive

the introduction of new goods and

adapt to changes in consumer

Managing for Competitive

The excellence of your product (goods

Historically, quality referred to

Managing for Competitive

Managing for Competitive

giving customers what they want or

Fast and timely execution, response,

Managing for Competitive

Managing for Competitive

The effort to minimize the use of

The process of working with people and

Systematically making decisions about

assembling and coordinating the

stimulating people to be high

monitoring performance and making

Performing All Four

A typical day for a manager is not

Performing All Four

Management Levels and

Management Levels and

Senior executives responsible for the

Managers located in the middle layers

Management Levels and

Skills pertaining to the ability to identify

People skills; the ability to lead,

You and Your Career

You and Your Career

Managerial Action Is Your

Common Practices of Successful

They ask What needs to be done?

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