Managing in Turbulent Time

Chapter 1
Managing in Turbulent Time

Learning Outcomes
1. Describe the four management functions and the type of
management activity associated with each
2. Explain the difference between efficiency and effectiveness and
their importance for organizational performance
3. Describe conceptual, human, and technical skills and their
relevance for managers
4. Describe management types and the horizontal and vertical
differences between them
5. Define ten roles that manager perform in organizations
Learning Outcomes
6. Appreciate the manager’s role in small business and
nonprofit organizations
7. Understand the personal challenges involved in becoming a
new manager
8. Discuss the innovative competencies needed to be an
effective manager in today’s environment
Are You ready to be
a manager?
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.
Are You ready to be
a manager?
5. Spend as much time as possible talking with and listening to

subordinates.
6. Make sure jobs get out on times
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.
• Managers get things done by coordinating and motivating
other people
• Management often is a different experience from what
people expect
• Innovative management is critical in today’s turbulent world
• Innovative managers search for better ways to serve
customers and expand the business
What Do Manager Do
What is Management?
• The attainment of organizational goals in an effective and

efficient manner through:
 Planning
 Organizing
 Leading
 Controlling
 Organizational resources (Richard L Daft)
Two Key Ideas in
Defining Management
• The four functions

 Planning
 Organizing
Leading
Controlling
• Attainment of organizational goals in an effective &efficient
manner
Management Functions
• Manager perform a wide variety of activities that fall within
four primary management functions
• Planning is the management function concerned with
defining goals for future performance and how to attain
them.
• Organizing involves assigning tasks, grouping tasks into
departments, delegating authority and allocating resources.
• Leading is the use of influence to motivate
employees to achieve the organizing’s goals.
• Controlling is concerned with monitoring employees’
activities and taking corrective action when needed.
Organizational Performance
• Organizations bring together knowledge, people, and raw

materials to perform tasks
• Organization is a social entity that is goal directed and
deliberately structured.
• Social entity means being made up of two or more people.
• Goal directed mean designed to achieve some outcome,
such as make a profit.
Organizational Performance
• Effectiveness is the degree to which the organizations

achieves a stated goal.
• Efficiency is the use of minimal resources to produce desired
output.
• Performance is defined as the organization’s ability to attain
its goals by using resources in efficient and effective manner.
Management Skills
• Managers have complex jobs that require a range of abilities and

skills.
• Three basic types of skills
Conceptual Skills – cognitive ability to see the organization as a
whole system
Human Skills – the ability to work with and through other people
Technical Skills – the understanding and proficiency in the
performance of specific tasks
Management Skills
• The two major reasons that managers fail are poor

communication and poor interpersonal skills.
• A manager’s weaknesses become more apparent during
stressful times of uncertainty, change, or crisis.
Management Skills
Types of Managers
Managers can be classified

-either by their level in the organization and/or
-the range of organizational activities for which they are responsible
Based on the level in the organization
- first line managers
-middle managers
-top managers
-project manager
Based on the activities
- functional managers
- general managers
Vertical Differences
• A top manager is one who is at the apex of the organizational
hierarchy and is responsible for the entire organization.
• Middle manager work at the middle level of the organization and
are responsible for major divisions or departments.
• First-line manager are at the first or second level of the hierarchy
and are directly responsible for overseeing groups of production
employees.
• A project manager is responsible for a temporary work project that
involves people from various functions and level of the organization.
Horizontal Difference
• A functional manager is responsible for a department that

performs a single functional task, such as finance or
marketing.
• General managers are responsible for several department that
perform different functions, such as the manager of a Ford
automobile factory.
Management Levels in
Organization
The Manager’s Job
• The manager’s job is diverse

• Managerial tasks can be characterized into characteristics and
roles
• Most managers enjoy activities such as leading others,
networking and leading innovation
• Managers dislike controlling subordinates, handling
paperwork and managing time pressure
Making the Leap: Individual Performer to
Manager
Manager Roles
• A role is a set of expectations for one’s behavior.

• Managers at every level perform ten roles, which are
grouped into informational roles, interpersonal roles and
decisional roles.
Ten Manager Roles
Managing Small Business and
Non-profit Organization
• Small businesses are growing in importance

• Many small businesses are threatened by inadequate
management skills
• Small business managers wear a variety of hats
• The functions of management apply to nonprofit organization
• Nonprofit organizations focus on social impact but they
struggle with effectiveness
State-of-the-Art
Management Competencies
 Rapid environmental shifts have caused a fundamental
transformation in what is required of effective managers.
 Traditional management competencies could include a
command-and-control leadership style, a focus on individual
tasks, and standardizing procedures to maintain stability.
 New management competencies include the ability to be an
enabler rather than a controller, using an empowering
leadership style, encouraging collaboration, leading teams, and
mobilizing for change and innovation
State-of-the-Art Management Competencies for
Todays World

Managing in Turbulent Time

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Chapter 1

Managing in Turbulent Time

5. Spend as much time as possible talking with and listening to

• The attainment of organizational goals in an effective and

• The four functions

• Organizations bring together knowledge, people, and raw

• Effectiveness is the degree to which the organizations

• Managers have complex jobs that require a range of abilities and

• The two major reasons that managers fail are poor

Managers can be classified

• A functional manager is responsible for a department that

• The manager’s job is diverse

• A role is a set of expectations for one’s behavior.

• Small businesses are growing in importance

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