Management, 3rd edition

Hitt/Black/Porter

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What Is Management?
Management
• Process—series of activities
Resources—assembling
and using

Tasks—acting in a goal-
directed manner to accomplish

Activities—carried out in an
organizational setting

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Managerial Challenges

 

 

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Managerial Challenges 
Managing
Change

•Managing change
• Most persistent,
pervasive and powerful
challenge for managers
• Requires managers to
gain employee
acceptance

•Causes of change
• Technology
• Globalization

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Managerial Challenges 
Managing
Resources

Managers must manage

resources
•Financial capital
•Human resources
•Physical resources
•Technology

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Managerial Challenges Managing
 Strategically

Managing Strategically

•Establish goals and formulate

strategies for achieving
organization’s goals

•Implement strategies by
accomplishing goals that
contribute to organization’s
ultimate performance

•Build an organization’s
capabilities and leverage them
for competitive advantage

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Managerial Challenges  Managing
Entrepreneurially

Managing
Entrepreneurially
•Searching for new
opportunities

•Identifying new ideas for

new markets

•Emphasizing actions to
take advantage of
uncertainty

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Historical Approaches to Management

• Ancient China—art of warfare

need for open
communication,specialized labor
merit- based promotions.

• Ancient Egypt—building of
pyramids – planning, organisating
mgt of labor

• Roman Empire—planning and

organising roads and viaducts

• Industrial Revolution—
modern management – creation of
incentives

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What Managers Do

Managerial activities differ

by:
•Functions managers serve
•Roles in which managers
operate

•Dimensions of each manage

r’s job

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Managerial Functions

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Managerial Function: Planning

Planning involves:
•Estimating future conditions and
circumstances

•Making decisions based on

these estimations about what work
is to be done:
•By the manager
•By all of those for whom the
manager is responsible

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Managerial Function: Organizing

Organizing involves:

• Paying attention to:

 Structure of relationships
among positions
 People occupying those
positions

 Linking that structure to the

overall strategic direction of the
organization

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Managerial Function: Directing

Directing—process of
influencing other people to
attain organizational
objectives:
• Motivating others
• Interacting effectively in
group and team situations
• Communicating in support
of others’ efforts

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Managerial Function: Controlling

Regulating the work of those

for whom a manager is
responsible, including:
 Setting standards of
performance in advance
 Monitoring ongoing (real‑time)
performance
 Assessing a completed
performance
 Feeding back—results of the
evaluation control process to the
planning process

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Managerial Roles—Mintzberg

Figure 1.2

Another approach to understanding managerial work

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Managerial Roles: Interpersonal

Figurehead: ceremonial activities—showing the flag

Leader: influencing or directing others—translating
authority into actual influence

Liaison: contacting others outside the formal chain of

command—internal and external

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Managerial Roles: Informational

•Monitor—seeking information to be aware of crucial developments

•Disseminator—receiving and sending information
•Spokesperson—representing the views of the unit for which the
manager is responsible

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Managerial Roles: Decisional

•Entrepreneur—exploring new opportunities

•Disturbance handler—acting as a judge or problem solver in
conflicts among employees

•Resource allocator—deciding how resources will be distributed

•Negotiator—making accommodations with other units

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Managerial Job Dimensions: Stewart
Three dimensions characterize a managerial job—
regardless of level and type of unit in an organization

•Demands—made on it
•Constraints—placed on it
•Choices—permitted in it

Another insight about the work of a manager

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Managerial Job Dimensions: Demands

•Demands—what the holder of a particular managerial

position must do

•Types
•Activities or duties to carry out
•Standards or levels of minimum performance
•Sources
•Organization
•Immediate boss
•Organization of work activities

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Managerial Job Dimensions: Constraints

Constraints—factors that limit

the response of the manager
 Time

 Budgets

 Technology

 Attitudes of subordinates
 Legal regulations

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Managerial Job Dimensions: Choices

Choices—discretionary behavior
How work is to be done
How much work is to be done
Who will do the work
What initiatives will be
undertaken from almost infinite
possibilities

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Two Managerial Jobs: Different Demands

Exhibit 1.3

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Two Managerial Jobs: Different Constraints

Exhibit 1.3
continued

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Two Managerial Jobs: Different Choices

Exhibit 1.3
continued

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What Skills Do Managers Need?

Exhibit 1.4

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Importance of Managerial Skills at Different
Organizational Levels

High

Low

Exhibit 1.5

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