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Management
A Practical Introduction
Third Edition
Angelo Kinicki &
Brian K. Williams
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
Chapter 1: The Exceptional Manager
What You Do, How You Do It
Rewards
Six Challenges
Four Functions
Levels & Areas of Management
Roles Managers Play
Entrepreneurship
Skills Managers Need
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.1 Management: What It Is, What Its
Benefits Are
Management is defined as
1) the pursuit of organizational goals efficiently and
effectively by
2) integrating the work of people through
3) planning, organizing, leading, and controlling the
organization’s resources
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.1 Management: What It Is, What Its
Benefits Are
where:
efficiency is the means of attaining the organization’s
goals
Efficient organizations use resources like people,
money, and raw materials wisely and cost effectively
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.1 Management: What It Is, What Its
Benefits Are
and:
effectiveness is the ends or goals the organization is
trying to achieve
Effective organizations achieve results, make the
right decisions, and successfully carry them out so
that the goals are achieved
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.1 Management: What It Is, What Its
Benefits Are
WHY ORGANIZATIONS VALUE MANAGERS: THE
MULTIPLIER EFFECT
Good managers create value through the multiplier
effect where their influence on the organization is
multiplied beyond what could be achieved by
someone acting alone
The rewards of being an exceptional manager
typically include good salaries and many benefits
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.1 Management: What It Is, What Its
Benefits Are
You can benefit from studying and practicing management by
learning how to deal with organizations from the outside
understanding how to relate to supervisors and how to
interact with coworkers
understanding how to manage yourself in the workplace
experiencing a sense of accomplishment
stretching your abilities and magnifying your range of
accomplishments
building a catalog of successful products or services
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not a reward from studying
management?
A) building a catalog of successful products or services
B) understanding how to relate to supervisors
C) understanding how to interact with coworkers
D) understanding how to deal with organizations from the
outside
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
To be a star manager, you need to
manage for competitive advantage
manage for diversity in race, ethnicity, gender, and
so on
manage for the effects of globalization
manage for the effects of information technology
manage to maintain ethical standards
manage for the achievement of your own
happiness and lifetime goals
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
CHALLENGE #1: MANAGING FOR COMPETITIVE
ADVANTAGE—STAYING AHEAD OF RIVALS
Competitive advantage is the ability of an
organization to produce goods or services more
efficiently than competitors do, thereby outperforming
them
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
In order to stay ahead of rivals, firms need to be
better at responding to
customers
innovation
quality
efficiency
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
In order to stay ahead of rivals, firms need to be better at all of
the following except
A) innovation
B) implementation
C) efficiency
D) quality
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
CHALLENGE #2: MANAGING FOR DIVERSITY—
THE FUTURE WON’T RESEMBLE THE PAST
In the future, managers will be challenged to
maximize the contributions of employees that are
diverse in gender, age, race, and ethnicity
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
CHALLENGE #3: MANAGING FOR
GLOBALIZATION—THE EXPANDING
MANAGEMENT UNIVERSE
Managing for globalization is a complex, ongoing
challenge
It is important for managers to understand how
cultural differences affect an organization
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
CHALLENGE #4: MANAGING FOR INFORMATION
TECHNOLOGY
Managing the Internet (the global network of
independently operating but interconnected
computers, linking hundreds of thousands of smaller
networks around the world) is perhaps the biggest
information technology challenge for managers
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
E-commerce (electronic commerce—the buying
and selling of goods or services over computer
networks) is changing the way entire industries work
Information technology has facilitated e-business
(using the Internet to facilitate every aspect of
running a business), e-mail (text messages and
documents transmitted over a computer network)
and project management software (programs for
planning and scheduling the people, costs, and
resources to complete a project on time)
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
Thanks to new technologies, employees may
telecommute (work from home or a remote location using a
variety of information technologies)
use videoconferencing video and audio links along with
computers that let people in different locations see, hear, and
talk with one another)
engage in collaborative computing (state-of-the-art
computer software and hardware that helps people work
better together)
use knowledge management (implementing of systems and
practices to increase the sharing of knowledge and
information throughout an organization)
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.2 Six Challenges To Being
A Star Manager
CHALLENGE #5: MANAGING FOR ETHICAL
STANDARDS
Pressure to meet sales, production, and other
targets can create ethical dilemmas for managers
CHALLENGE #6: MANAGING FOR YOUR OWN
HAPPINESS AND LIFE GOALS
Managers need to consider whether meeting the
organization’s challenges is also personally fulfilling
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not one of the four
management functions?
A) planning
B) controlling
C) leading
D) implementing
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.3 What Managers Do:
The Four Principal Functions
WHAT MANAGERS DO: THE FOUR PRINICPAL
FUNCTIONS
Four functions: planning, organizing, leading, and
controlling make up the management process
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.3 What Managers Do:
The Four Principal Functions
Figure 1.1: The Management Process
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.3 What Managers Do:
The Four Principal Functions
Planning is setting goals and deciding how to
achieve them
Organizing involves arranging tasks, people, and
other resources to accomplish work
Leading is defined as motivating, directing, and
otherwise influencing people to work hard to achieve
the organization’s goals
Controlling involves monitoring performance,
comparing it with goals, and taking corrective action
as needed
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.4 Pyramid Power: Levels &
Areas of Management
PYRAMID POWER: LEVELS & AREAS OF
MANAGEMENT
There are three levels of management: top, middle,
and first line
Managers can also be general managers and
functional managers
While the traditional management structure is a
pyramid-like model with the CEO at the top and
layers of managers below, the model of the future is
more like an orchestra where workers are the
musicians, and their manager is the conductor
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.4 Pyramid Power: Levels &
Areas of Management
Figure 1.2: The Levels and Areas of Management
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.4 Pyramid Power: Levels &
Areas of Management
Top managers make long-term decisions about the
overall direction of the organization and establish the
objectives, policies, and strategies for it
Middle managers implement the policies and plans
of the top managers above them and supervise and
coordinate the activities of the first-line managers
below them
First line managers make short-term operating
decisions, directing the daily tasks of non-managerial
personnel
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.4 Pyramid Power: Levels &
Areas of Management
AREAS OF MANAGEMENT: FUNCTIONAL
MANAGERS VERSUS GENERAL MANAGERS
Organizations are run by two types of managers:
functional managers are responsible for just one
organizational activity for example Director of
Finance
general managers are responsible for several
organizational activities like Executive Vice President
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.4 Pyramid Power: Levels &
Areas of Management
There are three types of organizations:
for-profit organizations are formed to make money
by selling products or services
nonprofit organizations (ex. The Red Cross) offer
services without making a profit
mutual-benefit organizations like trade associations
advance members’ interests
Managers perform the same management
functions regardless of the type of organization
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.5 Roles Managers Must Play Successfully
Research shows that
managers rely more on verbal than on written
communication
managers work long hours at an intense pace
managers’ work is characterized by fragmentation,
brevity, & variety
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.5 Roles Managers Must Play Successfully
To be successful, managers must be able to play
three roles:
interpersonal roles (figurehead, leader, and liaison)
involve managers interacting with people inside and
outside their work units
informational roles (monitor, disseminator, and
spokesperson) require managers to receive and
communicate information
decisional roles (entrepreneur, disturbance handler,
resource allocator, and negotiator) require managers
to make decisions to solve problems or take
advantage of opportunities
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
Which of the following is an informational role?
A) entrepreneur
B) liaison
C) monitor
D) negotiator
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.6 The Entrepreneurial Spirit
THE ENTREPRENEURIAL SPIRIT
Entrepreneurship is the process of taking risks to
create a new enterprise
An entrepreneur is someone who sees a new
opportunity for a product or service and launches a
business to try to realize it
An intrapreneur is someone who works inside an
existing organization who sees an opportunity for a
product or service and mobilizes the organization’s
resources to try to realize it
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.6 The Entrepreneurial Spirit
How Do Entrepreneurs & Managers Differ?
Entrepreneurs start businesses, managers grow or maintain
businesses
Both entrepreneurs and managers
-have a high need for achievement
-believe in personal control of destiny
-have high energy levels and an action orientation
-have a high tolerance for ambiguity
Entrepreneurs more than managers
-have high self confidence and tolerance for risk
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.7 The Skills Star Managers Need
THE SKILLS STAR MANAGERS NEED
Good managers need to have
technical skills -the ability to perform a specific job
conceptual skills -the ability to think analytically and
human skills -the ability to interact with others
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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1.7 The Skills Star Managers Need
Today, companies want managers with
-the ability to motivate and engage others
-the ability to communicate
-work experience outside the U.S.
-high energy levels to meet the demands of global
travel and a 24/7 world
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 1: The Exceptional Manager
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not one of the three skills managers
should cultivate?
A) technical skills
B) entrepreneurial skills
C) conceptual skills
D) human skills
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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