Chapter 1: Managing and performing. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. | Managing and Performing Chapter One McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. 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 today’s 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- Globalization Today’s enterprises are global, with offices and production facilities in countries all over the world Means that a company’s talent can come from anywhere Internet makes globalization inevitable 1- Knowledge Management Knowledge management Practices aimed at discovering and harnessing an organization’s intellectual resources 1- Knowledge management is about finding, unlocking, sharing, and altogether capitalizing on the most precious resources of an organization: people’s expertise, skills, wisdom, and relationships. The Functions of Management Management The process of working with people and resources to accomplish organizational goals Efficiently, effectively 1- 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- 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, 1- The Functions of Management Leading stimulating people to be high performers Controlling monitoring performance and making needed changes. 1- Performing All Four Management Functions Good managers devote adequate attention and resources to all four management functions. 1- Management Levels and 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- Management Levels and Skills Frontline managers Lower-level managers who supervise the operational activities of the organization 1- Transformation of Management Roles and Activities 1- Table Management Skills Technical skill The ability to perform a specialized task involving a particular method or process 1- 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- Managerial Action Is Your Opportunity to Contribute 1- Figure
