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.
what management is
, why management is important, what managers do, and
how managers utilize organizational resources efficiently and effectively to achieve
planning, organizing, leading, and controlling
(the four main
management functions) and explain how managers’ ability to handle each one can
affect organizational performance.
three levels of management
and understand the responsibilities
of managers at different levels in the organizational hierarchy.
roles managers perform
the skills they need to execute those roles
effectively, and the way new information technology is affecting these roles and skills.
Discuss the principle
challenges facing managers
in today’s increasingly competitive
A MANAGER’S CHALLENGE: STEVE JOBS’ SECOND REVOLUTION AT APPLE
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
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