CHAPTER 1

The Exceptional Manager

What You Do,
How You Do It

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• LEARNING OBJECTIVES
1.1 Identify the rewards of being an exceptional manager.
1.2 List the four principle functions of a manager.
1.3 Describe the levels and areas of management.
1.4 Identify the roles an effective manager must play.
1.5 Discuss the skills of an outstanding manager.
1.6 Identify the seven challenges faced by most managers.
1.7 Define the knowledge, soft skills, attitudes, and other
characteristics needed for career readiness and discuss
how they can be developed.
1.8 Describe the process for managing your career readiness.

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 The ART of MANAGEMENT DEFINED
Organization
• A group of people who work together to achieve some
specific purpose.
• Managers operate within many types of organizations.

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 The ART of MANAGEMENT
Management • To be efficient means to
1. The pursuit of organizational use resources—people,
goals efficiently and effectively. money, raw materials, and
2. Integrating the work of people. the like—wisely and cost-
3. Planning, organizing, leading, effectively.
and controlling the
organization’s resources.
• To be effective means to
achieve results, to make
the right decisions and to
successfully carry them
out so that they achieve
the organization’s goals.

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 QUESTION #1
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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 REWARDS of STUDYING MANAGEMENT
• You will understand how to deal with
organizations from the outside.
• You will understand how to relate to your
supervisors.
• You will understand how to interact with co-
workers.
• You will understand how to manage yourself in
the workplace.

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 REWARDS of PRACTICING MANAGEMENT
• You and your employees can
experience a sense of
accomplishment.
• You can stretch your abilities
and magnify your range.
• You can build a catalog of
successful products or
services.
• You can become a mentor
and help others.

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 The MANAGEMENT PROCESS
Figure 1.1: The Management Process

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 QUESTION #2
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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 LEVELS and AREAS of MANAGEMENT
Figure 1.2

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 FOUR LEVELS of MANAGEMENT
1) Top managers
• Make long-term decisions about the overall direction of the
organization and establish the objectives, policies, and strategies for it.
2) 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.
3) First-line managers
• Make short-term operating decisions, directing the daily tasks of
nonmanagerial personnel.
4) Team leader
• Responsible for facilitating team activities toward achieving key results.

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 QUESTION #3
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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 FUNCTIONAL VERSUS GENERAL MANAGERS
Functional manager
• Responsible for just one organizational activity.
• For example, director of finance, vice president of
production.
General manager
• Responsible for several organizational activities.
• For example, executive vice president, an executive
director for a nonprofit.

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 MANAGERS for THREE TYPES of ORGANIZATIONS
For-profit organizations
• Making money (profits) by offering products or services.
Nonprofit organizations
• Offering services to some clients, not to make a profit (for
example, hospitals, colleges, social-welfare agencies).
Mutual-benefit organizations
• Aiding members in order to advance their interests (for
example, political parties, farm cooperatives, labor
unions, trade associations, clubs).

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 THREE TYPES of MANAGERIAL ROLES
Interpersonal roles
• Interact with people inside and outside their work units.
• Figurehead, leader, liaison.
Informational roles
• Receive and communicate information.
• Monitor, disseminator, spokesperson.
Decisional roles
• Use information to make decisions to solve problems or take
advantage of opportunities.
• Entrepreneur, disturbance handler, resource allocator, negotiator.

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 QUESTION #4
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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 ROLES MANAGERS MUST PLAY SUCCESSFULLY
The manager’s roles:
Mintzberg’s 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 manager’s work is
characterized by fragmentation,
brevity, and variety.

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 The SKILLS EXCEPTIONAL 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.
Human skills (soft skills)
• The ability to work well in cooperation with other people
to get things done; the ability to motivate, to inspire
trust, to communicate with others.

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CHALLENGES to BEING an EXCEPTIONAL MANAGER
1. Managing for competitive advantage.
2. Managing for information technology.
3. Managing for diversity.
4. Managing for globalization.
5. Managing for ethical standards.
6. Managing for sustainability.
7. Managing for happiness and meaningfulness.

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 QUESTION #5
John wants his salespeople to use Salesforce.com 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 COMPETITIVE ADVANTAGE
Competitive advantage
• The ability of an organization to produce goods or
services more effectively than competitors do, thereby
outperforming them.
Having a competitive advantage means:
1. Being responsive to customers.
2. Innovation: finding ways to deliver better goods or services.
3. Quality: making improvements in quality so that consumers choose
your product.
4. Efficiency: overstaffing and overuse of raw materials can make you
less competitive.

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 MANAGING for INFORMATION TECHNOLOGY
• By 2019, consumers worldwide are projected to
spend $3.55 trillion online, double that of 2015.
• Information technology has led to the growth of
e-business, using the Internet to facilitate every
aspect of running a business.

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 MANAGING for DIVERSITY
The future won’t resemble the past.
Consider:
• Non-Hispanic whites are projected to decrease
from 62% of the population in 2014, to 43% in
2060.
• In 2030, nearly one in five U.S. residents is
expected to be 65 and older.
• In the coming years there will be a different mix of
women, immigrants, and older people in the
general population, as well as in the workforce.

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 MANAGING for GLOBALIZATION
Do you agree with this statement from the book?

American firms have been going out into the world in a

major way, even as the world has been coming to us.

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 MANAGING for ETHICAL STANDARDS
Ethical behavior is not just a nicety.
• In 2008, Bernie Madoff confessed to a $50 billion
Ponzi scheme, and sentenced to 150 years in
prison.
• Former Tyco International CEO Dennis Kozlowski
served prison time for grand larceny, securities
fraud, and tax evasion.
• WorldCom head Bernard Ebbers is serving 25 years
for fraud.

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 MANAGING for SUSTAINABILITY
Sustainability
• It is the economic development that meets the needs of
the present without compromising the ability of future
generations to meet their own needs.
• An apparently changing climate has brought the issue of
being “green” to increased prominence.
• A number of companies—from PepsiCo to Walmart to
UPS—have recognized that corporations have a
responsibility to address the causes of climate change.

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MANAGING for HAPPINESS and MEANINGFULNESS
Many people agree that being a manager doesn’t
make them happy. Why do you think that is?
Research shows that a sense of meaningfulness in
your life is associated with better health, work and life
satisfaction, and performance.
Build meaning into your life by:
• Identify activities you love doing.
• Find a way to build your natural strengths into your
personal and work life.
• Go out and help someone.

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 CAREER READINESS
Career readiness represents the extent to which you
possess the knowledge, skills, and attributes desired
by employers.
According to employers, the three largest gaps are:
1. Critical/analytical thinking.
2. Written communication.
3. Locating, organizing, and evaluating information.

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 CAREER
CORNER MODEL of CAREER READINESS (1 of 3)
Figure 1.3. Employers
and college graduates
disagree about levels
of career readiness.
Source: Hart Research
Associates, “Employers
Give College Graduates
Low Scores for
Preparedness Across
Learning Outcomes;
Students Think They are
Better Prepared” Falling
Short? College Learning
and Career Success,
2015, 12. Copyright ©
2015 Association of
American Colleges &
Universities. All rights
reserved. Used with
permission.

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 CAREER
CORNER MODEL of CAREER READINESS (2 of 3)
Figure 1.4. Model of career readiness.
©2018 Kinicki and Associates, Inc.

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 CAREER
CORNER MODEL of CAREER READINESS
(1 of 42)
KSAO COMPETENCY DESCRIPTION
Knowledge Task-Based/Functional Demonstrated ability to apply academic and practical knowledge in pursuit of
organizational and individual goals/assignments.

Knowledge Information Technology Effective use of IT and learning new applications as needed.
Application
Knowledge Cross-Cultural Awareness of cross-cultural differences; respect for diverse cultures, races,
ages, genders, and religions; and demonstrated openness, inclusiveness,
Competency and ability to interact with diverse people.

Knowledge Computational Thinking Ability to use numbers to distill abstract concepts and conduct data-
based reasoning. Ability to work with and interpret Big Data.
Knowledge Understanding the Understanding of the company’s business and strategies and the
Business needs of stakeholders, and ability to see how your work fits into the
larger organizational puzzle.
Knowledge New Media Literacy Ability to develop, evaluate, and use new media forms, and to apply
these media for persuasive communication. Ability to stay up-to-date
with the latest media trends and leverage them in the interest of the
organization.

Table 1.2. Description of KSAO Skills Needed for Career Readiness. Source: based on material in NACE Staff, “Employers Rate Career Competencies,
New Hire Proficiency,” December 11, 2017, www.naceweb.org; Matthew Tarpey, “The Skills You Need for the Jobs of the Future,” February 16, 2017,
www.careerbuilder.com; Alex Gray, “The 10 Skills You Need to Thrive in the Fourth Industrial Revolution,” January 19, 2016,
https://www.weforum.org; and Kevin Lowden, Stuart Hall. Dely Elliot, and Jon Lewin, “Employers’ Perceptions of the Employability Skills of New
Graduates,” 2011, www.gla.ac.uk. Copyright ©McGraw-Hill Education. Permission required for reproduction or display.

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 CAREER
CORNER MODEL of CAREER READINESS (2 of 4)
KSAO COMPETENCY DESCRIPTION
Soft Skills Critical Thinking/Problem Sound reasoning to analyze situations, make decisions, and solve problems.
Ability to obtain, interpret, and analyze both qualitative and quantitative
Solving information while creatively solving problems.

Soft Skills Oral/Written Ability to effectively express your thoughts, ideas, and messages to diverse
people in oral and written form. Public speaking skills and ability to write/edit
Communication emails, letters and technical reports.

Soft Skills Teamwork/Collaboration Ability to work effectively with and build collaborative relationships with
diverse people, work within a team structure, and manage interpersonal
conflict.

Soft Skills Leadership Skill at influencing a group of people to achieve common goals. Ability to
motivate, coach, and develop others.

Soft Skills Decision Making Ability to collect, process, and analyze information in order to identify and
choose from alternative solutions that lead to optimal outcomes.

Soft Skills Social Intelligence Ability to connect with others in a meaningful way, to recognize and
understand another person’s feelings and thoughts and to use this
information to stimulate positive relationships and beneficial interactions.

Soft Skills Networking Ability to build and maintain a strong, broad professional network of
relationships.

Soft Skills Emotional Intelligence Ability to monitor your emotions and those of others, to discriminate among
them, and to use this information to guide your thinking and behavior.

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 CAREER
CORNER MODEL of CAREER READINESS (3 of 4)
KSAO COMPETENCY DESCRIPTION

Attitudes Ownership/Accepting Willingness to accept responsibility for your actions.

Responsibility
Attitudes Self-Motivation Ability to work productively without constant direction, instruction, and praise.
Ability to establish and maintain good work habits and consistent focus on
organizational goals and personal development.

Attitudes Proactive Learning Desire to learn and improve your knowledge, soft skills, and other
characteristics in pursuit of personal development.
Orientation
Attitudes Showing Commitment Willingness to support others and positively work toward achieving
individual and company goals.

Attitudes Positive Approach Willingness to accept developmental feedback, to try and suggest new
ideas, and to maintain a positive attitude at work.

Attitudes Career Management Ability to proactively manage your career and identify opportunities for
professional development.

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 CAREER
CORNER MODEL of CAREER READINESS (4 of 4)
KSAO COMPETENCY DESCRIPTION
Other Professionalism/Work Accountability and positive work habits such as punctuality, time
Characteristics Ethic management, appropriate dress and appearance, and willingness to go
beyond a job description or ask for help when needed. Demonstrated
integrity, ethical behavior, and concern for the greater good.
Other Resilience Ability to bounce back from adversity and to remain motivated when
Characteristics confronted with challenges.

Other Personal Adaptability Ability and willingness to adapt to changing situations.

Characteristics

Other Self-Awareness A realistic view of your strengths and weaknesses relative to a specific
Characteristics job and context, and the ability to create and implement a personal
development plan.
Other Service/Others Willingness to put the needs of others over self-interests.
Characteristics Orientation

Other Openness to Change Flexibility when confronted with change, ability to see change as a
Characteristics challenge, and willingness to apply new ideas, processes, or
directives.
Other Generalized Self-Efficacy Confidence in your ability to perform across a variety of situations.
Characteristics

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 CAREER BUILDING YOUR CAREER
CORNER
READINESS
Six ways to develop career readiness:
1. Build self-awareness.
2. Learn from educational activities.
3. Model others possessing the targeted
competencies.
4. Learn from on-the-job activities.
5. Seek experience from student groups and
organizations.
6. Experiment.

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 CAREER
CORNER MANAGING YOUR CAREER
READINESS
Figure 1.5 Process for
Managing Your Career
Readiness.
©2018 Kinicki and Associates,
Inc.

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