一3408659381

一3408659381 - CHAPTER ONE MANAGERS...

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CHAPTER ONE MANAGERS AND MANAGING OVERVIEW OF CHAPTER This chapter examines what managers do, the different kinds of managers, and the skills and abilities they must develop to manage their organizations successfully over time. The various functions and roles of managers are highlighted, as well as the impact of information technology (IT) upon the manager’s ability to fulfill them. The chapter closes with a discussion of the management challenges created by today’s global environment, such as building a competitive advantage, maintaining ethical standards, managing workforce diversity, and utilizing new technology. LEARNING OBJECTIVES 1. Describe what management is , why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. 2. Distinguish among planning, organizing, leading, and controlling (the four main management functions) and explain how managers’ ability to handle each one can affect organizational performance. 3. Differentiate among three levels of management and understand the responsibilities of managers at different levels in the organizational hierarchy. 4. Identify the roles managers perform , the skills they need to execute those roles effectively, and the way new information technology is affecting these roles and skills. 5. Discuss the principle challenges facing managers in today’s increasingly competitive global environment. A MANAGER’S CHALLENGE: STEVE JOBS’ SECOND REVOLUTION AT APPLE COMPUTER In 1976 Steve Jobs and his partner Steve Wozniak invested $1,350 to build a computer circuit board that eventually evolved into the Apple II PC. In 1977, they incorporated their new business and by 1985, Apple’s sales were almost $2 billion. During that same year, however, Jobs was forced out of the company that he founded, primarily because of his abrasive and overbearing management style that caused many problems within the company. As chairman of the board, Jobs’ management style brought him into conflict with many, particularly John Sculley, Apple’s CEO. Both were so busy competing with each other that neither devoted either time or energy to ensuring that company’s resources were efficiently used. As a result, costs soared, performance and profits fell, and Jobs was asked to resign. Other board members were convinced that Jobs’ management style was at the root of the problem. The two new ventures Jobs started after leaving Apple, NEXT and Pixar, were very successful. In 1996, Jobs convinced Apple to buy NEXT for $400 million, and in 1997, Apple Jones, Contemporary Management, Fourth Edition 1
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CHAPTER ONE MANAGERS AND MANAGING asked Jobs to again become CEO of Apple. Jobs agreed and quickly began to apply the new management skills he had developed over time. Under his leadership, innovative new products such as iTunes, iPod, and the mini iPod were introduced and by 2004 Apple had captured 70% of the online music download business. A new Apple appeared to be emerging,
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一3408659381 - CHAPTER ONE MANAGERS...

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