Ch01 INTRO

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THE NEW MANAGER/LEADER PROFILE Managers who: • Are no longer “the boss,” rather they act as sponsors, team leaders, or internal consultants. • No longer control from the top of the pyramid; nor try to control the action from the sidelines. • Empower individual employees to do what is necessary to achieve goals. • Make sure that employees have the resources to get the job done. © 2007 Thomson/South-Western. All rights reserved. 1–22
MANAGING IN THE 21ST CENTURY What’s different? • The rate of change continues to increase What’s the same? • The same basic business, economic, and managerial principles still apply Important change factors: • The Internet and information technology • Increasing globalization • Increasing diversity • Intellectual capital • Increased emphasis on ethics. © 2007 Thomson/South-Western. All rights reserved. 1–23
Page 1 and 2: Part 1 Meeting the Challenges of th
Page 3 and 4: LEARNING OBJECTIVES (CONT’D) When
Page 5 and 6: EFFECTIVENESS VERSUS EFFICIENCY Ef
Page 7 and 8: THE ORGANIZATION An Organization
Page 9 and 10: PLANNING AND ORGANIZING Planning
Page 11 and 12: CONTROLLING Monitoring the perform
Page 13 and 14: FIGURE 1.2 MINTZBERG’S MANAGERIAL
Page 15 and 16: MINTZBERG’S MANAGERIAL ROLES (CON
Page 17 and 18: SCOPE OF RESPONSIBILITY: FUNCTIONAL
Page 19 and 20: FIGURE 1.3 MANAGERIAL LEVELS © 200
Page 21: MANAGEMENT SKILLS Technical Skills
Page 25 and 26: INCREASING GLOBALIZATION OF THE MAR
Page 27 and 28: THE GROWING IMPORTANCE OF INTELLECT
Page 29 and 30: ETHICS Ethical Behavior • Behavi
Page 31 and 32: FIGURE 1-5 AN OVERALL FRAMEWORK OF

Ch01 INTRO

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