Management, Tenth Edition
Richard L. Daft, with the assistance
of Patricia G. Lane
Vice President of Editorial, Business: Jack
W. Calhoun
Editor-in-Chief: Melissa Acuña
Executive Editor: Scott Person
Developmental Editor: Erin Guendelsberger
Senior Editorial Assistant: Ruth Belanger
Sen...
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Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
,Licensed to:
PT1 Chapter1
Tubuceo, 2010/Used under license from Shutterstock.com
Are You Ready to Be a Manager? After studying this chapter, you should be able to:
Chapter Outline
Learning Outcomes
Why Innovative Management Matters 1. Describe the four management functions and the type of manage-
The Definition of Management ment activity associated with each.
The Four Management Functions 2. Explain the difference between efficiency and effectiveness and their
Planning Organizing importance for organizational performance.
Leading Controlling
3. Describe conceptual, human, and technical skills and their relevance
Organizational Performance
for managers.
Management Skills
Conceptual Skills Human Skills 4. Describe management types and the horizontal and vertical differ-
Technical Skills When Skills Fail ences between them.
Management Types 5. Define ten roles that managers perform in organizations.
Vertical Differences Horizontal Differences
6. Appreciate the manager’s role in small businesses and nonprofit
What Is It Like to Be a Manager? organizations.
Making the Leap: Becoming a New Manager
New Manager Self-Test: Manager 7. Understand the personal challenges involved in becoming a new
Achievement manager.
Manager Activities Manager Roles 8. Discuss turbulent forces that require a new workplace and the in-
Managing in Small Businesses and novative management competencies needed to deal with today’s
Nonprofit Organizations environment.
Innovative Management for the
New Workplace
Turbulent Forces
New Workplace Characteristics
New Management Competencies
Mana Photo, 2010/Used under license from Shutterstock.com
Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
, Licensed to:
Innovative Management 1
for a Changing World
Introduction
Are You Ready to Be a Manager?1
Welcome to the world of management. Are you ready for it? manager of a department. Your task is to rate the top four
This questionnaire will help you see whether your priorities priority items as “High Priority” and the other four as “Low
align with the demands placed on today’s managers. Rate Priority.” You will have four of the items rated high and four
each of the following items based on what you think is the rated low. 2
Environment
appropriate emphasis for that task to your success as a new
High Low
Priority Priortity
1. Spend 50 percent or more of your time in the care and feeding of people.
2. Make sure people understand that you are in control of the department.
3. Use lunches to meet and network with peers in other departments.
4. Implement the changes you believe will improve department performance.
5. Spend as much time as possible talking with and listening to subordinates. 3
Planning
6. Make sure jobs get out on time.
7. Reach out to your boss to discuss his expectations for you and your department.
8. Make sure you set clear expectations and policies for your department.
Scoring and Interpretation: All eight items in the so because they have poor working relationships or they
list may be important, but the odd-numbered items are misjudge management philosophy or cultural values. Devel-
considered more important than the even-numbered items oping good relationships in all directions is typically more
for long-term success as a manager. If you checked three or important than holding on to old work skills or emphasizing 4
four of the odd-numbered items, consider yourself ready control and task outcomes. Successful outcomes typically
Organizing
for a management position. A successful new manager will occur when relationships are solid. After a year or so in
discovers that a lot of time has to be spent in the care a managerial role, successful people learn that more than
and feeding of people, including direct reports and col- half their time is spent networking and building relationships.
leagues. People who fail in new management jobs often do
A
person’s first job can be one of the most exciting times of life, but few people get
the experience and challenge of being a manager at the age of 16. Teresa Taylor,
now chief operating officer at Qwest, feels that she got just that. Taylor considered
herself lucky to be working as hostess at a local restaurant, but she was a bit stunned by the
level of responsibility she had. “I was in charge of scheduling, and I was in charge of decid-
5
ing who gets to go early, who gets to come in late, who gets to go on break, who doesn’t, Leading
what stations should they be at,” she says. It seemed like a lot of power for someone just
entering the workforce, but Taylor soon realized she had to listen to the servers and try to
meet their needs in order to keep things running smoothly. It was a valuable lesson she ap-
plied many times in future years, especially when she stepped into an official management
role. “I had to take a step back and say, ‘Well, I can’t muscle my way through this. I can’t do
it all myself.’” Like most managers, Taylor found that the more her responsibilities grew, the
more she had to listen to and rely on others to accomplish goals.2
Many new managers expect to have power, to be in control, and to be personally re- 6
sponsible for departmental outcomes. A big surprise for many people when they first
Controlling
become a manager is that they are much less in control of things than they expected.
Managers depend on subordinates more than the reverse, and they are evaluated on the
work of other people rather than on their own work. The nature of management is to
3
Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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