2014 Cengage Learning. All Rights Reserved.

May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Innovation is the new imperative
Organizations cannot survive long term
without innovation
Companies like Facebook are always
investing in new ideas
Innovation should be a part of products,
processes, people, and values

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
organizational resources
Managers get things done through the
organization
Create right systems and environment
Organizations need good managers

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
 Organization: Social entity that is goal
directed and deliberately structured
Organizational effectiveness: Providing a
product or service that customers value
Organizational efficiency: Refers to the
amount of resources used to achieve an
organizational goal

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Three categories of skills: conceptual,
human, technical
The degree of the skills may vary but all
managers must possess the skills
The application of management skills
change as managers move up the
hierarchy

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Missteps and unethical behavior have been in
the news
During turbulent times, managers must apply
their skills
Common management failures:
Not listening to customers
Misinterpreting signals from marketplace
Not building teams
Inability to execute strategies
Failure to comprehend and adapt to change
Poor communication and interpersonal skills
2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Top managers: Responsible for the entire
organization
Middle managers: Responsible for business
units
Project managers: Responsible for
misinterpreting signals
First-line managers: Responsible for
production of goods and services

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Functional managers: Responsible for
departments that perform specific tasks
General managers: Responsible for several
departments

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
 Adventures in multitasking
Activity characterized by variety,
fragmentation, and brevity
Less than nine minutes on most activities
Managers shift gears quickly
Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
 Role: Set expectations for a managers
behavior
Every role undertaken by a manager
accomplishes the functions of:
Planning
Organizing
Leading
Controlling

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
 Manager roles are important to understand
but they are not discrete activities
Management cannot be practiced as
independent parts
Managers need time to plan and think

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Small businesses are growing
Inadequate management skills is a threat
The roles for small business managers differ
Entrepreneurs must promote the business
Nonprofits need management talent
Apply the four functions of management to
make social impact
More focus on keeping costs low
Need to measure intangibles like improving
public health

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15
 Rapid environmental shifts:
Technology
Globalization
Shifting social values
In the new workplace, work is
free-flowing and flexible
Success depends on innovation and
continuous improvement

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Collaboration across functions, levels,
customers, and companies
Experimentation and learning are key
values
Knowledge and information sharing

More challenges and changes are on the

horizon! This is an exciting time in
management.

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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