MANAGEMENT
RICHARD L. DAFT
Innovative Management
for Turbulent Times
CHAPTER 1
chapter1 Learning Outcomes
• Describe the four management functions and the type of management
activity associated with each.
• Explain the difference between efficiency and effectiveness and their
importance for organizational performance.
• Describe conceptual, human, and technical skills and their relevance for
managers.
• Describe management types and the horizontal and vertical differences
between them.
• Define ten roles that managers perform in organizations.
• Appreciate the manager’s role in small businesses and nonprofit
organizations.
• Understand the personal challenges involved in becoming a new manager.
• Discuss characteristics of the new workplace and the new management
competencies needed to deal with today’s turbulent environment.
3
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
1
, Are Your Ready
chapter1
to Be a Manager?
• Today’s environment is diverse, dynamic and
ever-changing
• Organizations need managers who can build
networks and pull people together
• Managers must motivate and coordinate
others
• Managers are dependent upon subordinates
– They are evaluated on the work of others
4
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
chapter1 Why Innovation Matters
• Managers must focus on innovation to
stay competitive
• In a hypercompetitive, global environment,
organizations must innovate more
• Innovations may include:
– New products, services, technologies
– Controlling costs
– Investing in the future
– Corporate values
5
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
chapter1 Defining Management
• Managers are the executive function of the organization
• Building and coordinating and entire system
• Create systems and conditions that enable others to perform those
tasks
• Create the right systems and environment, managers ensure that
the department or organization will survive and thrive
• Recognize the key role of people
“The art of getting things done through people” –Mary Parker Follett
“Give direction to their organization, provide leadership,
and decide how to use organizational resources to
accomplish goals” -Peter Drucker
6
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
2
RICHARD L. DAFT
Innovative Management
for Turbulent Times
CHAPTER 1
chapter1 Learning Outcomes
• Describe the four management functions and the type of management
activity associated with each.
• Explain the difference between efficiency and effectiveness and their
importance for organizational performance.
• Describe conceptual, human, and technical skills and their relevance for
managers.
• Describe management types and the horizontal and vertical differences
between them.
• Define ten roles that managers perform in organizations.
• Appreciate the manager’s role in small businesses and nonprofit
organizations.
• Understand the personal challenges involved in becoming a new manager.
• Discuss characteristics of the new workplace and the new management
competencies needed to deal with today’s turbulent environment.
3
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
1
, Are Your Ready
chapter1
to Be a Manager?
• Today’s environment is diverse, dynamic and
ever-changing
• Organizations need managers who can build
networks and pull people together
• Managers must motivate and coordinate
others
• Managers are dependent upon subordinates
– They are evaluated on the work of others
4
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
chapter1 Why Innovation Matters
• Managers must focus on innovation to
stay competitive
• In a hypercompetitive, global environment,
organizations must innovate more
• Innovations may include:
– New products, services, technologies
– Controlling costs
– Investing in the future
– Corporate values
5
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
chapter1 Defining Management
• Managers are the executive function of the organization
• Building and coordinating and entire system
• Create systems and conditions that enable others to perform those
tasks
• Create the right systems and environment, managers ensure that
the department or organization will survive and thrive
• Recognize the key role of people
“The art of getting things done through people” –Mary Parker Follett
“Give direction to their organization, provide leadership,
and decide how to use organizational resources to
accomplish goals” -Peter Drucker
6
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
2
