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