Slide MAN 101 Slide 03
The Exceptional
Manager
Chapter 1
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
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
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
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
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
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
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
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
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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
Today, companies want managers with
-the ability to motivate and engage others
-the ability to communicate
-work experience outside the U.S.
-the energy to meet the demands of global travel and a 24/7
world
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
What Companies Look for
in
Managers
Skills are more or less important at different
levels of management:
5
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
11
Manager
Chapter 1
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
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
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
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
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
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
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
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
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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
Today, companies want managers with
-the ability to motivate and engage others
-the ability to communicate
-work experience outside the U.S.
-the energy to meet the demands of global travel and a 24/7
world
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
What Companies Look for
in
Managers
Skills are more or less important at different
levels of management:
5
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
11