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Principles of Management
Introduction to
Management
Management Levels and Types

Core Requirements of Successful Managers

Additional Roles and Skills of Managers

Current Challenges in Management

Introduction to Management

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Entrepreneurship
Introduction to
Management
(continued)

Introduction to Management

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Introduction to Management > Principles of Management

Principles of Management
• Defining Management
• Fulfilling the Organizing Function
• Fulfilling the Controlling Function
• Fulfilling the Leading Function
• Fulfilling the Planning Function

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Introduction to Management > Management Levels and Types

Management Levels and Types


• Top-Level Management
• Middle-Level Management
• Frontline Management
• Functional vs. General Management
• Management in Different Types of Business: For-Profit, Non-Profit,
and Mutual-Benefit

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Introduction to Management > Core Requirements of Successful Managers

Core Requirements of Successful Managers


• The Importance of Accountability
• The Importance of Leverage
• The Importance of Performance Targets
• Financial Rewards for Managers

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Introduction to Management > Additional Roles and Skills of Managers

Additional Roles and Skills of Managers


• Mintzberg's Management Roles
• Managing Organizational Priorities
• Technical Skills of Successful Managers
• Intellectual Skills of Successful Managers
• Interpersonal Skills of Successful Managers
• Experiential Learning for Managers

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Introduction to Management > Current Challenges in Management

Current Challenges in Management


• PESTEL: A Framework for Considering Challenges
• The Challenge of Globalization
• The Challenge of Ethics and Governance
• The Challenge of Diversity
• The Challenge of Technology
• The Challenge of Competition

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Introduction to Management > Entrepreneurship

Entrepreneurship
• Introduction to Entrepreneurship

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Appendix
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Introduction to Management

Key terms
• accountability Being responsible for one's own work and answering for the repercussions of one's own actions.
• accountability Individuals' responsibility for their own work and acceptance of the repercussions of their actions.
• agenda A temporally organized plan for matters for discussion or tasks to be carried out.
• allocating The act of distributing a given set of resources according to a plan.
• anti-trust A set of laws that ensures no company dominates an industry (i.e. creates a monopoly).
• Branding A business's ability to communicate a specific image, generally one that will entice consumers or add value.
• capital expenditure Funds spent by a company to acquire or upgrade a long-term asset.
• competitive advantage Something that places a company or a person ahead of competing businesses.
• competitive advantage Something that places a company or a person ahead of a competing business.
• conceptual Pertaining to the ability to apprehend or form an idea in the mind; the ability to create a mental abstraction.
• Consultation A conference for the exchange of information and advice.
• control Influence or authority over.

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Introduction to Management

• controller A person who audits and manages the financial affairs of a company or government; a comptroller.
• decisional Having the power or authority to make decisions.
• delayering A planned reduction in the number of layers of a management hierarchy.
• delegating Assigning a task to somebody, usually a subordinate.
• delegation The act of committing a task to someone, especially a subordinate.
• delegation The act of commiting a task to someone, especially a subordinate.
• differentiation A strategy focused on creating a distinct product for a specific population.
• empathy The intellectual identification of the thoughts, feelings, or state of another person.
• empower To give someone the strength and/or the means to accomplish something.
• entrepreneur A person who organizes and operates a business venture and assumes much of the associated risk.
• entrepreneurship The art or science of innovation and risk-taking for profit in business.
• evolves Constantly changes and develops.

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Introduction to Management

• Experiential Of, related to, encountered in, or derived from an activity or event.
• for-profit An organization engaged in the trade of goods, services, or both to customers with the goal of earning profit to
increase the wealth of the business's owners.
• forecasting The act of estimating future outcomes.
• genuine Belonging to, or proceeding from the original stock; native; hence, not counterfeit, spurious, false, or adulterated;
authentic; real; natural; true; pure.
• gross domestic product A fiscal measure of an entire region's economic production over a specific time frame.
• groupthink Decision making that is often characterized by a high degree of conformity.
• Hegemony The dominance of one social group over another.
• hierarchical Ranked in some order, often order of importance or power.
• hierarchy An arrangement of items in which the items are represented as being "above," "below," or "at the same level as" one
another.
• incentives Ways to promote a desired action.
• Informational Designed or able to impart information.
• Intercultural Representative of many different cultures simultaneously.

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Introduction to Management

• interpersonal Between two or more people.


• KPI Key Performance Indicator; a tool to measure performance.
• laissez-faire In business, an environment in which an organization's employees are free from excessive oversight or
management, with sufficient control only to ensure organizational goals are met.
• leverage A technique used to multiply gain or loss.
• Localizing The act of altering a product or service to better acclimate to a local environment.
• macro environment As pertaining to the macro-environment, these factors are indicative of the entire business environment as
a whole.
• mentoring Acting as a teacher or guide; providing advice and direction for one less experienced.
• motivation Willingness to perform an action, especially a behavior; an incentive or reason for doing something.
• Multinational Enterprises Businesses that operate in more than one country.
• mutual-benefit non-profit corporation A type of nonprofit corporation chartered by a state government that exists to serve its
members.
• non-profit An organization that exists for reasons other than to make a profit, such as a charitable, educational, or service
organization.
• organizing To constitute in parts, each having a special function, act, office, or relation.

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Introduction to Management

• paradigmatic Pertaining to a given template, context or model.


• profitability The capacity to generate capital.
• project management The discipline of organizing and handling resources (e.g., people) in such a way that an endeavor is
completed within defined scope, quality, time, and cost constraints.
• shareholder Through owning stock, the real owner of a publicly traded business that is run by management.
• staffing The practice of hiring and firing staff.
• stakeholders Persons or organizations with a legitimate interest in a given situation, action, or enterprise which are directly
affected by the organization's actions.
• strategy A plan of action intended to accomplish a specific goal.
• Synergy The concept that a whole can derive more value than the combination of the individual parts.
• Synergy Benefits resulting from combining two different groups, people, objects, or processes.
• Systematic Methodical, regular, and orderly.
• technical skill The learned capacity or ability to carry out predetermined results using tools, machines, techniques, crafts,
systems, and methods of organization.
• theoretical Of or relating to the underlying principles or methods of a given technical skill, art, etc., as opposed to its practice.

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Introduction to Management

Experiential learning
The process of experiential learning is cyclical, with no required starting or end point. Learning through experiences requires observation,
conceptualization, and experimentation to engage the mind.

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Introduction to Management

Example of an agenda
An agenda sometimes combines a process flow and a checklist, where employees and management involved in a given operational process track
progress and provide updates. The image above illustrates a Gantt chart, which uses a bar graph to show progress toward completion.

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Pixabay. "Gannt Chart." Public domain http://pixabay.com/en/agenda-gantt-gantt-chart-project-153555/ View on Boundless.com
Introduction to Management

Government accountability
Governing authorities have the obligation to report, explain, and answer for resulting consequences of their actions.

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Wikipedia. "George Bush signs the Federal Funding Accountability and Transparency Act of 2006." CC BY-SA
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Introduction to Management

Research planning
Planning involves the creation and maintenance of a plan.

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Introduction to Management

Engaging Style of Leadership


Different styles of leadership can achieve the leading function.

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Introduction to Management

Disruptive technology
This graph underscores the concept that technology advancement is both a constant opportunity and a constant threat.

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http://www.innovationmanagement.org/Wiki/images/3/3a/Subsequent_Technology_Life_Cycles.jpg. CC BY-SA
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Introduction to Management

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Introduction to Management

Management processes
Management styles vary among types of organizations, but they still follow the main steps of planning, organizing, directing, and controlling.

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Introduction to Management

The management process


The management process involves tasks and goals of planning, organizing, directing, and controlling.

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Introduction to Management

Facilitating employee success


By employing these steps, a manager can help their employees be successful.

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Introduction to Management

Globalization Process
This chart illustrates the complementary localizing and internationalizing responsibilities of a globalizing organization. The organization must place an
international focus on product design, development, and QA to ensure its broad relevance while also localizing marketing to tailor its appeal to individual
markets.

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Introduction to Management

Cost vs. quality


Companies generally achieve either a cost or a quality advantage (very rarely, both). In panel A, both companies' products have the same cost, but
Company I's product has higher value. In panel B, both companies' products have the same value, but Company I's product has lower cost. In panel C,
Company I's product has both higher value and lower cost (this is the rarest situation).

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Introduction to Management

PESTEL Analysis Diagram


This chart illustrates the PESTEL factors an organization faces.

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Introduction to Management

Ethnic diversity map


This map illustrates the level of diversity worldwide. Areas like sub-Saharan Africa tend to be more heterogenous than, for instance, states in Europe.

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Introduction to Management

Four-tier pyramid: Workers, middle managers, senior managers, and executives


This figure illustrates the hierarchy of management within an IT department. Note that middle management is tasked with (1) their tier of technical skills,
i.e. information management systems, as well as (2) communication of system efficacy upward to senior managers and (3) delegating tasks downward
to workers.

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Introduction to Management

SMART criteria
Each component of the SMART model describes an effective attribute of a performance objective. Objectives should be Specific, Measurable,
Achievable, Relevant, and Time-bound.

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Introduction to Management

Design management
Teams can create solutions through integration, giving the manager the ability to solve problems more complex than one individual can handle.

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Introduction to Management

FedEx Organizational Structure


This is an organizational structure example that cleanly demonstrates a vertical delegation of managerial responsibilities. The higher the level of
management, the broader their scope. This means that lower level managers have a high degree of detail-orientation.

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Introduction to Management

USCG Organization Chart


This is a simple example of an organizational chart, in this case for the U.S. Coast Guard. This is a particularly good example of hierarchical thinking, as
the military functions with a high degree of hierarchical authority.

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Introduction to Management

The "four sides" communication model


This model provides a theoretical framework for the act of communicating, which lies at the heart of effective management. A sender communicating a
message to a receiver is not simply transmitting factual information; self-image, context, charisma, and the relationship between the two people also
impact the reception of the message.

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Introduction to Management

Functional vs. general management


This chart shows a particular organizational hierarchy employing both general and functional management. Each functional manager is in control of a
particular area of expertise—e.g., operations or policy and planning—and the general manager supervises all the functional managers.

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Introduction to Management

Mary Parker Follett


Mary Parker Follett defined management as "the art of getting things done through people."

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Introduction to Management

Attribution
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• Wikipedia. "delayering." CC BY-SA 3.0 http://en.wikipedia.org/wiki/delayering
• Wikipedia. "Entrepreneurship." CC BY-SA 3.0 http://en.wikipedia.org/wiki/Entrepreneurship
• Wiktionary. "entrepreneurship." CC BY-SA 3.0 http://en.wiktionary.org/wiki/entrepreneurship
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• Wikipedia. "Goal setting." CC BY-SA 3.0 http://en.wikipedia.org/wiki/Goal_setting
• Wikipedia. "Goal Setting." CC BY-SA 3.0 http://en.wikipedia.org/wiki/Goal%20Setting
• Wikipedia. "Motivation." CC BY-SA 3.0 http://en.wikipedia.org/wiki/Motivation

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Introduction to Management

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Introduction to Management

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Introduction to Management

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