The Exceptional Manager
Art of Management (mgmt.) Defined
Getting things done through other people
o Pursuit of goals efficiently and effectively through planning,
organizing, leading, and controlling resources
Organization – group working together toward a goal
Efficient – using resources wisely and cost-effectively
Effective – good at making decisions and meeting org’s goals
The MGMT Process
4 Principle Functions
o Planning
o Organizing
o Leading
o Controlling
7 Challenges as a Manager [Managing for…]
o Competitive Advantage
Stay ahead of competitors
Responsiveness to Customers
Innovation
New product development
Quality
Efficiency
o Diversity
Create positive work environment for all
ethnicities/races
Differences are respected, not ignored
Men declining in businesses as women increase
o Globalization
Imports and exports of goods/services
o Information Technology
‘New Normal’ of corporate world marked by extensive
use of tech to conduct business and much more
information to go through
E-business / e-commerce
E-business is use of the internet to facilitate
every aspect of a running business
More AI = less human jobs
, o Ethical Standards
Standards of behavior for how humans ought to act;
moral values
o Sustainability
Manage resources and not be wasteful now to save for
the future
o Your own happiness and meaningfulness
Balance family life with career life
Success may be happiness with your accomplishments
and the rewards they bring and/or the impact you have
made along the way
Four Levels of Management
Top Managers
o Steer the company toward major objectives
Middle Managers
o Implement policies of top managers and supervise first-line
managers
o ‘High touch’ jobs – much interpersonal relations
First-line Managers
o Short-term operating decisions; look over daily tasks and
operations of non-managerial employees
Team Leader
o Responsible for oversight/leading of teams
o May or may not be a ‘manager’
Functional v. General Manager
Functional – responsible for one specific department/activities
General – responsible for many different departments/activities
Types of Organizations
For-Profit – in business to make money
Non-Profit – for offering services to communities
Mutual-Benefit – to benefit the members of the organization
(unions in particular)
Skills of an Exceptional Manager
Technical Skills – skills required to perform a job
Conceptual Skills – ability to analyze information and see how
things work together
, Human Skills – work together with people
o ‘Soft Skills’ – motivate and inspire
Roles of a Manager
Characteristics of managers
o Verbal > written communication
o Long and intense hours
o Variety and brevity in work
Interpersonal
o Figurehead – ceremonial duties
o Leader
o Liaison – deal with people outside of your unit
Informational
o Monitor – look for advantageous info
o Disseminator – spread info to other employees
o Spokesperson – share info to people outside of company
Decisional
o Entrepreneur
Start own business from scratch
Intrapreneurs: already work with a company; come up
with new product/service and appropriates company
resources to pursue it
o Disturbance Handler – fix conflicts
o Resource Allocator – decide how resources are used
o Negotiator
‘Manage by Walking Around’
, Management Theory Hunter Cisco
Peter Drucker
‘Father of Modern Mgmt’
Mgmt by objective
2 Perspectives on mgmt.
Historical (1911-1950’s)
o Classical
o Behavioral
o Quantitative
Modern (1960’s-present)
o Systems
o Contingency
o Quality-mgmt
Historical
Classical Viewpoint
Scientific Mgmt
o Proponents: Taylor and the Gilbreths
o Motion study (Gilbreths used film)
o Principles:
Sci. study each part of task
Select workers with right abilities
Give workers training and incentives
Plan work methods for greatest productivity
Administrative Mgmt
o Max Weber and Bureaucratic mgmt
Org must be rational and follow logic
Merit based employment
Division of labor
Formal rules/procedures
Chain of command
o Henri Fayol
Created four functions of mgmt (planning, organizing,
leading, and controlling)
14 Principles of Mgmt
Problem: Mechanistic; thinks of humans as simply ‘cogs in a
machine’
Importance: app. of scientific methods to boost production
Art of Management (mgmt.) Defined
Getting things done through other people
o Pursuit of goals efficiently and effectively through planning,
organizing, leading, and controlling resources
Organization – group working together toward a goal
Efficient – using resources wisely and cost-effectively
Effective – good at making decisions and meeting org’s goals
The MGMT Process
4 Principle Functions
o Planning
o Organizing
o Leading
o Controlling
7 Challenges as a Manager [Managing for…]
o Competitive Advantage
Stay ahead of competitors
Responsiveness to Customers
Innovation
New product development
Quality
Efficiency
o Diversity
Create positive work environment for all
ethnicities/races
Differences are respected, not ignored
Men declining in businesses as women increase
o Globalization
Imports and exports of goods/services
o Information Technology
‘New Normal’ of corporate world marked by extensive
use of tech to conduct business and much more
information to go through
E-business / e-commerce
E-business is use of the internet to facilitate
every aspect of a running business
More AI = less human jobs
, o Ethical Standards
Standards of behavior for how humans ought to act;
moral values
o Sustainability
Manage resources and not be wasteful now to save for
the future
o Your own happiness and meaningfulness
Balance family life with career life
Success may be happiness with your accomplishments
and the rewards they bring and/or the impact you have
made along the way
Four Levels of Management
Top Managers
o Steer the company toward major objectives
Middle Managers
o Implement policies of top managers and supervise first-line
managers
o ‘High touch’ jobs – much interpersonal relations
First-line Managers
o Short-term operating decisions; look over daily tasks and
operations of non-managerial employees
Team Leader
o Responsible for oversight/leading of teams
o May or may not be a ‘manager’
Functional v. General Manager
Functional – responsible for one specific department/activities
General – responsible for many different departments/activities
Types of Organizations
For-Profit – in business to make money
Non-Profit – for offering services to communities
Mutual-Benefit – to benefit the members of the organization
(unions in particular)
Skills of an Exceptional Manager
Technical Skills – skills required to perform a job
Conceptual Skills – ability to analyze information and see how
things work together
, Human Skills – work together with people
o ‘Soft Skills’ – motivate and inspire
Roles of a Manager
Characteristics of managers
o Verbal > written communication
o Long and intense hours
o Variety and brevity in work
Interpersonal
o Figurehead – ceremonial duties
o Leader
o Liaison – deal with people outside of your unit
Informational
o Monitor – look for advantageous info
o Disseminator – spread info to other employees
o Spokesperson – share info to people outside of company
Decisional
o Entrepreneur
Start own business from scratch
Intrapreneurs: already work with a company; come up
with new product/service and appropriates company
resources to pursue it
o Disturbance Handler – fix conflicts
o Resource Allocator – decide how resources are used
o Negotiator
‘Manage by Walking Around’
, Management Theory Hunter Cisco
Peter Drucker
‘Father of Modern Mgmt’
Mgmt by objective
2 Perspectives on mgmt.
Historical (1911-1950’s)
o Classical
o Behavioral
o Quantitative
Modern (1960’s-present)
o Systems
o Contingency
o Quality-mgmt
Historical
Classical Viewpoint
Scientific Mgmt
o Proponents: Taylor and the Gilbreths
o Motion study (Gilbreths used film)
o Principles:
Sci. study each part of task
Select workers with right abilities
Give workers training and incentives
Plan work methods for greatest productivity
Administrative Mgmt
o Max Weber and Bureaucratic mgmt
Org must be rational and follow logic
Merit based employment
Division of labor
Formal rules/procedures
Chain of command
o Henri Fayol
Created four functions of mgmt (planning, organizing,
leading, and controlling)
14 Principles of Mgmt
Problem: Mechanistic; thinks of humans as simply ‘cogs in a
machine’
Importance: app. of scientific methods to boost production
