Management Chapter 1

Management, said one pioneer of management ideas, is

"The art of getting things done through people."

psychology professor Barry Schwartz, author of Why We Work, suggests,

"We care about more than money. We want work that is challenging and engaging, that enables us to exercise some discretion and control over what we do, and that provides us with opportunities to learn and grow

4. Efficiency

A generation ago, organizations rewarded employees for their length of service. Today, however, the emphasis is on efficiency: Companies strive to produce goods or services as quickly as possible using as few employees (and raw materials) as possible. Although a strategy that downgrades the value of employees might ultimately backfire—resulting in the loss of essential experience and skills and even customers—an organization that is overstaffed may not be able to compete with leaner, meaner rivals. This is the reason why, for instance, today many companies rely so much on temp (temporary) workers.

Entrepreneur role

A good manager is expected to be an entrepreneur, to initiate and encourage change and innovation.

Lower- and middle-level managers are a varied lot, but what do top managers have in common?

A supportive spouse or partner

You can become a mentor and help others.

According to one survey, 75% of executives who had a mentor—an experienced person who provides guidance to someone new to the work world—said the relationship was crucial to advancing their careers

Companies that now offer their employees mindfulness training include

American Express, Ford, LinkedIn, General Mills, Intel, Goldman Sachs, Apple, Nike, and Target

Mentor

An experienced person who provided guidance to someone new in the work world

Informational Monitor role

As a monitor, you should be constantly alert for useful information, whether gathered from newspaper stories about the competition or gathered from snippets of conversation with subordinates you meet in the hallway.

Resource allocator role

Because you'll never have enough time, money, and so on, you'll need to be a resource allocator, setting priorities about use of resources.

Core Competencies

Competencies that are vital across jobs, occupations, and industries The seven competencies in the center of the model are necessary for success no matter what career path you pursue. The demand for things like communication and leadership ability, interpersonal skills, and information technology skills is predicted to grow substantially across all industries in the United States and Europe by the year 2030.138 Still, employers consider many of these competencies to be rare in today's labor market. Kate Davidson, a reporter for The Wall Street Journal, concluded that "it is becoming increasingly difficult to find applicants who can communicate clearly, take initiative, problem-solve and get along with co-workers."139 We think this provides excellent incentive for you to work on increasing your level of these competencies. Your efforts may translate to big advantages on the job market.

Databases

Computerized collections of interrelated files

Experiment

Developing soft skills requires you to put new knowledge or information to use. Try these ideas: Identify new behaviors you want to master and then practice them. For example, if you want to increase your leadership skills, volunteer to facilitate your next team meeting at school or work. Practice using the influence skills we'll discuss in Chapter 14. Keep a career journal. Record the details of your developmental efforts and learn from both success and missteps. Collect stories about your strengths and the improvements you've made and then use them during job interviews.

E-commerce

Electronic commerce—the buying and selling of goods or services over computer networks. has reshaped entire industries and revamped the very notion of what a company is.

You can build a catalog of successful products or services.

Every product or service you provide—the personal Eiffel Tower or Empire State Building you build, as it were—becomes a monument to your accomplishments. Indeed, studying management may well help you in running your own business.

We have three suggestions for building meaning into your life.

Identify activities you love doing. Find a way to build your natural strengths into your personal and work life Go out and help someone.

three keys to success:

It's your responsibility to manage your career. Don't count on others. Personal reflection, motivation, commitment, and experimentation are essential. Success is achieved by following a process. A process is defined as a series of actions or steps followed to bring about a desired result.

General manager

Manager who is responsible for several organizational activities

Mutual-Benefit Organizations: For Aiding Members

Mutual-benefit organizations are voluntary collections of members—political parties, farm cooperatives, labor unions, trade associations, and clubs—whose purpose is to advance members' interests. There are over 9,500 such organizations.35

Project management software

Programs for planning and scheduling the people, costs, and resources to complete a project on time

Career readiness

Represents the extent to which you possess the knowledge, skills, and attributes desired by employers.

"Companies don't want dictators, kings, or emperors."74 Instead of someone who gives orders, they want executives who ask probing questions and invite people to participate in decision making and power sharing. Among the chief skills companies seek in top managers are the following:

The ability to motivate and engage others. The ability to communicate. Work experience outside the United States. High energy levels to meet the demands of global travel and a 24/7 world

Challenge #2: Managing for Technological Advances—Dealing with the "New Normal"

The challenge of managing for technological advances will require your unflagging attention.

First-Line Managers: Directing Daily Tasks

The job titles at this level of the managerial pyramid tend to be on the order of department head, foreperson, or supervisor—clerical supervisor, production supervisor, research supervisor, and so on.

Negotiator role

To be a manager is to be a continual negotiator, working with others inside and outside the organization to accomplish your goals.

Videoconference

Videoconference by using video and audio links along with computers to conduct meetings and allow people in different locations see, hear, and talk with one another

Disseminator role

Workers complain they never know what's going on? That probably means their supervisor failed in the role of disseminator. Managers need to constantly disseminate important information to employees, as via e-mail and meetings.

Spokesperson role

You are expected, of course, to be a diplomat, to put the best face on the activities of your work unit or organization to people outside it. This is the informational role of spokesperson.

Organization

a group of people who work together to achieve some specific purpose.

one leader sits at the top, with layers of managers beneath, each of whom must report to and justify their work to the manager above (what's called

accountability

Attitudes

are beliefs and feelings directed toward specific objects, people, or events. More formally, an attitude is defined as a learned predisposition toward a given object.

an organization's top managers tend to have titles such as

chief executive officer (CEO), chief operating officer (COO), president, and senior vice president.

More than 90% of respondents to a recent Global Talent Trends survey by LinkedIn identified soft skills like

creativity, adaptability, and collaboration as a critical priority.67 In fact, these skills will become more important than ever as machines assume an increasing number of simple, routine, and manual tasks

managers are

doers

Note the words efficiently and effectively, which basically mean

doing things right

soft skills

interpersonal "people" skills needed for success at all levels

Meditation is called a practice because

it's a skill that you improve over time

Telecommute

or work from home or remote locations using a variety of information technologies.

there is another key to career growth

the ability to take risks.

Not everyone who works in an organization is a manager, of course, but those who are may be classified into four levels

top, middle, and first-line managers, and team leaders. Nonmanagerial employees represent the foundation of an organizational pyramid.

Proactive learning orientation

The desire to learn and improve your knowledge, soft skills, and other characteristics in pursuit of personal development. Learning from educational activities: This orientation allows you to improve your chances of learning new skills by means of the following: Taking courses at your university or attending training seminars that focus on the competencies you need, such as time management or communication. Watching training videos and documentaries. Reading books, magazines, and research articles in pursuit of developmental ideas.148 This textbook is a good source. You can also consult the references cited in this book to find more detailed information about a variety of topics. Searching the Internet or Amazon for relevant source materials from reputable sources.

Data, data, and more data: a challenge to decision making

The digital universe is growing at an incomprehensible speed, one that— according to web-hosting service 100Tb— contains an amount of data so vast it is "impossible for the human mind to quantify

is the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them. This means an organization must stay ahead in four areas: (1) being responsive to customers, (2) innovation, (3) quality, and (4) efficiency.

The first law of business is Take care of the customer. Without customers—buyers, clients, consumers, shoppers, users, patrons, guests, investors, or whatever they're called—sooner or later there will be no organization. Nonprofit organizations are well advised to be responsive to their "customers," too, whether they're called citizens, members, students, patients, voters, rate-payers, or whatever, because they are the justification for the organizations' existence.

5. Seek Experience from Student Groups and Organizations

The following activities are useful:%0D%0A%0D%0AJoin student groups and seek leadership positions.%0D%0AJoin and network at student organizations such as Toastmasters. Volunteer at organizations where you can practice your developing skills. Enroll in internships, research projects, service learning opportunities, or co-ops. Internships generally last one semester or summer and can be paid or unpaid. Co-ops are paid full-time jobs that typically last 3 to 12 months. Make presentations to professional or civic organizations. Volunteer in religious, civic, or community organizations

You will better interact with co-workers

The kinds of management policies in place can affect how your co-workers behave. Studying management can give you the understanding of teams and teamwork, cultural differences, conflict and stress, and negotiation and communication skills that will help you get along with fellow employees.

Four management functions

The management process that "gets things done": planning, organizing, leading, and controlling

The Core Competencies

The seven competencies in the center of the model are necessary for success no matter what career path you pursue. The demand for things like communication and leadership ability, interpersonal skills, and information technology skills is predicted to grow substantially across all industries in the United States and Europe by the year 2030.138 Still, employers consider many of these competencies to be rare in today's labor market. Kate Davidson, a reporter for The Wall Street Journal, concluded that "it is becoming increasingly difficult to find applicants who can communicate clearly, take initiative, problem-solve and get along with co-workers."139 We think this provides excellent incentive for you to work on increasing your level of these competencies. Your efforts may translate to big advantages on the job market

build self-awareness

There are two ways to gather the data or information you need to make an accurate evaluation of your strengths and developmental opportunities: Ask for honest, targeted feedback from fellow students, co-workers, managers, teachers, and family. Find people you trust. Take validated self-assessment surveys. This textbook provides 64 self-assessments for this purpose. Each provides developmental feedback, enabling you to devise a path toward improvement of a particular skill.

3. Model Others Possessing the Targeted Competencies To learn from others around you, you can:

To learn from others around you, you can: Identify role models or mentors who possess the skills or traits you need and then interview them. Try to learn how they execute their competencies. Observe people who possess the targeted competency and learn from their behavior. Try out new behaviors and then discuss your results with a mentor, coach, or colleague.

Far-ranging electronic management: e-communication all the time

Today's managers will be masters of electronic communication, using mobile devices to create powerful messages to motivate and lead teams of specialists all over the world. The next section notes that employers are looking to hire college graduates with information technology application skills.

Identify activities you love doing.

Try to do more of these activities or find ways to build them into your work role. Employees at St. Jude Children's Research Hospital embody this suggestion. They truly enjoy participating in the St. Jude Marathon weekend because it raises money for the children being treated at the hospital. One employee, a cancer survivor, commented, "Each year it provides me with another opportunity to give back so that we can help countless other children have anniversaries of their own.

Disturbance handler role

Unforeseen problems—from product defects to international currency crises—require you be a disturbance handler, fixing problems

E-business

Using the Internet to facilitate every aspect of running a business Because the Internet so dramatically lowers the cost of communication, it can radically alter any activity that depends heavily on the flow of information. The result is that disruption has become the "new normal," according to Forrester Research

Challenge #4: Managing for Globalization—The Expanding Management Universe

Verbal expressions and gestures don't mean the same thing to everyone around the world. Failure to understand such differences can affect organizations' ability to manage globally. U.S. firms have been going out into the world in a major way, even as the world has also been coming to them. This increasingly interconnected nature of business around the word, called globalization, has had economic downsides for workers in some industries, such as clothing, shoe, and toy manufacturing, which have largely moved out of the United States to countries where labor is less expensive. Some critics have therefore pushed back against the idea that globalization is always a good idea, but the fact is that it is likely here to stay

Soft Skills

We defined soft skills above as interpersonal or "people" skills needed for success at work. These are not knowledge or technical skills. Soft skills are becoming increasingly important as companies outsource and automate routine tasks. For example, a recent LinkedIn survey of global talent trends reported that 92% of talent professionals believed soft skills were as important or more important than hard skills when making hiring decisions. Further, 89% said that identifying someone as a "bad hire" typically came down to a lack of soft skills

Doing Right versus Being Liked

When people predict how they're going to act in a given situation, "the 'should' self dominates—we should be fair, we should be generous, we should assert our values," says business ethics professor Ann E. Tenbrunsel. "But when the time for action comes, the 'want' self dominates—I don't want to look like a fool, I don't want to be punished."118 Thus, you may see some wrong occur (such as an act of cheating) and actually mean to do something about it, but can't quite figure how—and then the moment passes and you let it go and tell yourself that what you did was okay.

Becoming a management practitioner offers many rewards apart from money and status, as follows:

You and your employees can experience a sense of accomplishment. You can stretch your abilities and magnify your range. You can build a catalog of successful products or services. You can become a mentor and help others.

Seven challenges face any manager:

You need to manage for competitive advantage—to stay ahead of rivals. You need to manage for technological advances—to deal with the "new normal." You need to manage for inclusion and diversity, because the future won't resemble the past. You need to manage for globalization and the expanding management universe. You also must maintain ethical standards, and you need to manage for sustainable development—to practice sound environmental policies. Finally, you need to manage for the achievement of your own happiness and life goals.

Payoffs of studying management as a discipline

You will have an insider's understanding of how to deal with organizations from the outside. You will know from experience how to relate to your supervisors. you will better interact with co Workers You will be able to manage yourself and your career You might make more money during your career

databases are

are susceptible to either malicious or accidental leaks no matter how well protected they are.

Interpersonal Roles Definition

as monitor, disseminator, and spokesperson—managers receive and communicate information with other people inside and outside the organization.

One particular type of nonprofit organization is called the _______ not to be confused with commonwealth organization). Unlike nonprofit service organizations, which offer services to some clients, commonweal organizations offer services to all clients within their jurisdictions. Examples are the military services, the U.S. Postal Service, and your local fire and police departments.

commonweal organization

Recent research published in Harvard Business Review suggests that the most successful teams possess four key elements.

compelling direction, strong structure, a supportive context, and a shared mindset—and that team leaders are uniquely positioned to positively impact these elements.

conceptual skills

consist of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together. Conceptual skills are more important as you move up the management ladder, particularly for top managers, who must deal with problems that are ambiguous but that could have far-reaching consequences. Today a top car executive must deal with several radical trends—autonomous (self-driving) cars, electric-powered vehicles, and new business models of start-ups like Uber and Lyft.

Technical skills

consist of the job-specific knowledge needed to perform well in a specialized field. Having the requisite technical skills seems to be most important at the lower levels of management—that is, among employees in their first professional job and first-line managers.

Management is

defined as the efficient and effective pursuit of organizational goals. Organizations, or people who work together to achieve a specific purpose, value managers because of the multiplier effect: Good managers have an influence on the organization far beyond the results that can be achieved by one person acting alone. Managers are well paid, with the chief executive officers (CEOs) and presidents of even small and midsize businesses earning good salaries and many benefits.

Today's managers worked an average of 9.7 hours each weekday. True "breaks" were rare, with most working at least a couple of hours on 79% of their weekend days and 70% of their vacation days. Results showed the typical modern manager clocked a 62.5 hour workweek.%0D%0A%0D%0AAdd to this the fact that managers spent most if not all of those 60+ hours satisfying the

demands of others, and it becomes clear that managing is one tough job. The laundry list of interests demanding a piece of the CEO's time was endless. Both internal constituencies (direct reports, senior leaders, lower-level managers, and nonmanagerial employees) and external constituencies (suppliers, lawyers, service providers, the media, and charitable organizations) continuously vied for a CEO's time.

Nonmanagerial employees

either work alone on tasks or with others on a variety of teams. They do not formally supervise or manage other people, and they are the bulk of a company's workforce.

soft skills can be taught.

employers are finding it worth investing money to develop these abilities in their employees. A study conducted by Harvard University, Boston University, and the University of Michigan shows that training employees in soft skills doesn't just marginally improve individual performance and employee retention; it actually betters these metrics enough to provide a 256% return on the financial investment a company makes in training programs

Team leaders

facilitate team members' activities to help teams achieve their goals. In other words, team leaders see to it that their team members have everything they need to be successful.

Sustainable development

focuses on meeting present needs while simultaneously ensuring that future generations will be able to meet their needs.120 The UN SDGs include zero hunger, decent work and economic growth, affordable and clean energy, and responsible consumption and production, among others.

There are three types of organizations classified according to the three purposes for which they are formed

for-profit, nonprofit, and mutual-benefit.

If your title is Vice President of Production, Director of Finance, or Administrator for Human Resources, you are a

functional manager

Middle managers

implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them. Titles might include plant manager, district manager, and regional manager, among others. In the nonprofit world, middle managers may have titles such as clinic director, dean of student services, and the like.

Interpersonal roles

include figurehead, leader, and liaison activities. Informational roles are monitor, disseminator, and spokesperson. Decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator.

From his observations and other research, Mintzberg concluded that managers play three broad types of roles or organized sets of behavior:

interpersonal, informational, and decisional. (Porter and Nohria's discussion of the dimensions of the modern CEO role is consistent with the behaviors Mintzberg described).

the executive's work time has been characterized as ________ and that many managers—such as GM's Mary Barra—are often in their offices by 6 a.m. to take advantage of a brief, quiet period in which to work undisturbed.

interrupted driven day

willingness

is at the center of developing your career readiness. This reinforces the point that it's up to you to shape and direct your future.

Process

is defined as a series of actions or steps followed to bring about a desired result.

Organizing

is defined as arranging tasks, people, and other resources to accomplish the work. College administrators must determine the tasks to be done, by whom, and what the reporting hierarchy is to be. Should the institution be organized into schools with departments, with department chairpersons reporting to deans who in return report to vice presidents? Should the college hire more full-time instructors than part-time instructors? Should English professors teach just English literature or also composition, developmental English, and "first-year experience" courses?

Controlling

is defined as monitoring performance, comparing it with goals, and taking corrective action as needed. Is the college discovering that fewer students are majoring in nursing than they did five years ago? Is the fault with a change in the job market? With the quality of instruction? With the kinds of courses offered? Are the nursing department's student recruitment efforts not going well? Should the department's budget be reduced? Under the management function of controlling, college administrators must deal with these kinds of issues

leading

is defined as motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals. At your college, leadership begins, of course, with the president (who would be the CEO in a for-profit organization). He or she is the one who must inspire faculty, staff, students, alumni, wealthy donors, and residents of the surrounding community to help realize the college's goals. As you might imagine, these groups often have different needs and wants, so an essential part of leadership is resolving conflicts.

Planning

is defined as setting goals and deciding how to achieve them. Your college was established for the purpose of educating students, and its present managers, or administrators, now must decide the best way to accomplish this. Which of several possible degree programs should be offered? Should the college be a residential or a commuter campus? What sort of students should be recruited and admitted? What kind of faculty should be hired? What kind of buildings and equipment are needed?

A functional manager

is responsible for just one organizational activity. Google is particularly noteworthy for its unusual functional management job titles, such as Director of Organic and Softlines, Vice President of Marketing, Mobile, and Wearable Hardware, and Experience Design Lead. Ultimate Software also has unusual functional titles, such as Chief Architect for Emerging Technologies and Identity Access Management Team Lead.

Competitive advantage

is the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them. This means an organization must stay ahead in four areas: (1) being responsive to customers, (2) innovation, (3) quality, and (4) efficiency.

Artificial intelligence (AI)

is the discipline concerned with creating computer systems that simulate human reasoning and sensation, as represented by robots, natural language processing, pattern recognition, and similar technologies.

Mindfulness

is the state of being fully aware of what is happening in the present moment without reacting or applying judgment. In case you are thinking this sounds like an impractical trait for a busy manager to cultivate, consider that learning how to focus just on the task or conversation at hand is actually an invaluable way to get more done. By focusing on one thing at a time, you can complete it fully, put it behind you, and be ready to move on unencumbered by distracting thoughts. Multitasking, on the other hand, divides the mind's attention and actually slows work down

Ethical behavior is not just a nicety;

it is an essential principle to follow in every industry, and one that is even more compelling when you are in a position of power. We hold leaders and managers accountable for unethical behaviors in their organizations even if they are not directly involved. This was evident in the case of the Houston Astros baseball organization.

American Management Association (AMA) offers soft-skills seminars for managers at all levels including front-line supervisors.72 Among the skills they can gain are the ability to

ive direction without generating conflict, to lead and motivate groups and teams, to influence others including "difficult" people, to offer effective feedback, and to get things done in an atmosphere of trust and respect. The seminar topics are a comprehensive list of essential soft skills employers look for in college graduates and new hires—and say they seldom find: time management; communication proficiency, which includes presentation and listening skills; self-understanding; social influence and assertiveness; the ability to productively manage conflict; and an understanding of team development and the role of a team player in getting work done

"Being a CEO, they acknowledge, is not a one-person job; a CEO's partner has to

lean in' too.

Top managers make

long-term decisions middle-managers implement those decisions, first-line managers make short-term decisions, and team leaders facilitate team activities toward achieving a goal.

Top managers

make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it. They need to pay a lot of attention to the environment outside the organization, being alert for long-run opportunities and problems and devising strategies for dealing with them. Thus, executives at this level must be future oriented, strategic, and able to deal with uncertain, highly competitive conditions.

First line managers

make short-term operating decisions, directing the daily tasks of nonmanagerial personnel, who are, of course, all those people who work directly at their jobs but don't oversee the work of others.

Decisional Roles

managers use information to make decisions to solve problems or take advantage of opportunities. The four decision-making roles are entrepreneur, disturbance handler, resource allocator, and negotiator.

One of the most effective strategies for increasing your ability to be mindful is

meditation

example of Challenge #5: Managing for Ethical Standards

n 2015, Volkswagen was found to have installed, in some 11 million cars sold in the United States, software that deactivated required emissions controls while on the road, releasing many times more emissions than allowed by law, because the controls reduced the cars' advertised fuel economy and drivers might complain. When the vehicles were being tested for compliance with EPA standards, however, their computer systems sensed the test in progress and turned the emissions controls back on, concealing the cars' real environmental cost. Fines and other costs resulting from the scandal are expected to cost VW more than $33 billion.110 Some executives were forced to resign and at least one was sentenced to jail time

Managers tend to work long hours and their time is always in demand; their work is characterized by

near constant communication with others; and their jobs require impeccable time-management skills. According to management scholar Henry Mintzberg, managers play three roles—interpersonal, informational, and decisional.

Written and oral communication ability is

one of the most important career readiness competencies you can develop—it is essential not only for managers but in every single job.

Human skills

onsist of the ability to work well in cooperation with other people to get things done—especially with people in teams, an important part of today's organizations.

Management has four functions:

planning, organizing, leading, and controlling

Mutual-benefit organizations are voluntary collections of members—political parties, farm cooperatives, labor unions, trade associations, and clubs—whose purpose is to advance members' interests. There are over 9,500 such organizations.35

planning, organizing, leading, and controlling

Information technology application skills

reflect the extent to which you can effectively use information technology and learn new applications on an ongoing basis. You will clearly want to excel at e-communication.

Aaron Michel, cofounder and CEO at PathSource, a career navigation and education software company, believes professionalism/work ethic "cannot be overvalued in the job market." He concluded that "just being on time and behaving responsibly can leave a strong impression." Consider the competency of

resiliance

Teamwork is an essential component of organizational success. Organizations use teams for

tasks that can't be accomplished by one person alone because they require a variety of perspectives, knowledge, and skills

Whether or not they have support at home, aspiring managers also need to have other kinds of the "right stuff." In the mid-1970s, researcher Robert Katz found that through education and experience managers acquire three principal skills

technical, conceptual, and human

Effectiveness

the ends. Effectiveness regards the organization's ends, the goals. To be effective means to achieve results, to make the right decisions, and to successfully carry them out so that they achieve the organization's goals.

Efficiency

the means. Efficiency is the means of attaining the organization's goals. To be efficient means to use resources—people, money, raw materials, and the like—wisely and cost-effectively.

in a for-profit organization

the measure of success is how much profit (or loss) it generates. In the other two types of organizations, although income and expenditures are very important concerns, the measure of success is usually the effectiveness of the services delivered—how many students were graduated, if you're a college administrator, or how many crimes were prevented or solved, if you're a police chief.

Fogg says that overtime

these moments of positive reinforcement will go a long way toward making your new behaviors automatic, and therefore, toward helping you reach your goals

Within an organization, there are four levels of managers:

top, middle, and first-line managers as well as team leaders. Managers may also be general managers, or they may be functional managers, responsible for just one organizational activity, such as research and development (R&D), marketing, finance, production, or human resources. Managers may work for for-profit, nonprofit, or mutual-benefit organizations.

Originally business ethics grew out of the philosophy that ethical behavior was the right thing to do. Now research is

uncovering the underlying reasons people act the way they do, to develop a more psychologically realistic approach and learn what tools will nudge people toward right behavior. We include a "Legal/Ethical Challenge" case at the end of every chapter to assist you in developing an ethical orientation.

Collaborative computing

will help people work better together through state-of-the-art computer software and hardware. Many hospitals, for example, now knit various functions together—patient histories, doctors' orders, lab results, prescription information, billing—in a single information system, parts of which patients can access themselves to schedule appointments, question doctors, and request prescription refills.

More importantly, we think your awareness that employers expect more from you in these areas will be valuable for at least two reasons:

you will be motivated to learn you will know where to focus your energy

Cloud computing

The storing of software and data on gigantic collections of computers located away from a company's principal site

Google, for example, now prioritizes social awareness, critical thinking, and problem solving in its

hiring process

Management

is defined as (1) the pursuit of organizational goals efficiently and effectively by (2) integrating the work of people through (3) planning, organizing, leading, and controlling the organization's resources.

The most effective CEOs also used what the authors termed

"broad integrating mechanisms" to enable others in the organization to make the right decisions even in the CEOs' absence. These included strategy, employee development, relationships, and organizational culture—and their existence freed up managers' time for more important tasks.

We classify the many ways to develop career readiness into six categories:

(1) build self-awareness, (2) learn from educational activities, (3) model others possessing the desired competencies, (4) learn from on-the-job-activities, (5) seek experience from student groups and organizations, and (6) experiment.

You will knoo where to focus your energy

As you will learn in the upcoming section, the list of career readiness competencies is quite long, and some of the competencies will be more relevant to your personal career path than others. This can be daunting when you are trying to improve your career readiness—where should you begin? We're here to help. In comparing the results from multiple career readiness studies (including the NACE data presented in Figure 1.3), we noticed there were several competencies that employers consistently rated as essential.137 We call these core competencies. Organizations across the board are on the prowl for employees who possess these basic competencies, many of which are reflected in the "gaps" you just learned about.

Soft Skills Examples

Barra has demonstrated exceptionally strong soft skills. She has "an ability with people," says her previous boss, that is critical to GM's team-first approach.64 "She is known inside GM as a consensus builder who calls her staff together on a moment's notice to brainstorm on pressing issues," says another report.65 "She's fiercely intelligent yet humble and approachable," says a third account. "She's collaborative but is often the person who takes charge. And she's not afraid to make changes

At the top of the pyramid, general managers are those who seem to be the subject of news stories in magazines such as

Bloomberg Businessweek, Fortune, Forbes, and Inc. Examples are big-company CEOs Mark Clouse of Campbell Soup and Jeff Bezos of Amazon.com, as well as small-company CEOs such as Emily Weiss, who founded Glossier, an online beauty-product retailer. But not all general managers are in for-profit organizations.

Results showed that

CEOs spent 100% of their work time engaged in some form of communication with others. That's right—a full 100% of their work time involved communication! Face-to-face interactions accounted for 61% of managers' work time and electronic communications took up 24%. Managers spent the remaining 15% of their work time on phone calls and reading/responding to letters. Further, many of these communications took place during meetings. Porter and Nohria concluded that these leaders attended a whopping 37 meetings per week, on average.

Find a way to build your natural strengths into your personal and work life.

Doing this requires that you assess yourself along a host of competencies desired by employers. The next section identifies these competencies and discusses how you might evaluate your strengths and development opportunities.

Some of the implications of technological advances that we will discuss throughout the book are as follows:

E commerce Far-ranging electronic management: e-communication all the time. Data, data, and more data: a challenge to decision making.

Peter Drucker said.

Employees, especially so-called knowledge workers—those who have a great deal of technical skills—can be compared to concert musicians. Their managers can be seen as conductors. In Drucker's analogy, musicians are used for some pieces of music—that is, work projects—and not others, and they are divided into different sections (teams) based on their instruments. The conductor's role is not to play each instrument better than the musicians but to lead them all through the most effective performance of a particular work.

You can stretch your abilities and magnify your range

Every promotion up the hierarchy of an organization stretches your abilities, challenges your talents and skills, and magnifies the range of your accomplishments.

You and your employees can experience a sense of accomplishment.

Every successful goal accomplished provides you not only with personal satisfaction but also with the satisfaction of all those employees you directed who helped you accomplish it.

Interpersonal Figurehead role

Figurehead role In your figurehead role, you show visitors around your company, attend employee birthday parties, and present ethical guidelines to your subordinates. In other words, you perform symbolic tasks that represent your organization

2. Innovation

Finding ways to deliver new or better goods or services is called innovation. No organization, for-profit or nonprofit, can allow itself to become complacent—especially when rivals are coming up with creative ideas. "Innovate or die" is an important adage for any manager.

How can you learn to be ethical?

First, recognize the reasons you are tempted to overlook wrongdoing—reluctance to disappoint your friends, worry about what others will think of you, or fear that you'll get in trouble if you speak up. Then realize that the discomfort you're experiencing is a signal that you need to be courageous and act. What will you tell yourself the next time you're tempted to cheat or see someone cheating?

Resilience

Generally defined as the ability to recover from setbacks, adapt well to change, and keep going in the face of adversity

Dr. Fogg's three-step process to turn managing your career readiness into a habit

Identify something specific you want to accomplish. Be sure to choose something that excites you. Fogg says that if the goal you're working toward is something you truly want to accomplish, then motivation will come naturally. Suppose you really want to get better at the career readiness competency of networking. Perhaps you are energized when you imagine what it would feel like to have a large network of professional contacts at your disposal. (Tickets to that sold-out concert? You'd know just whom to call. A job interview with that exciting new company? You'd be a mere text message away.) An example of a specific outcome related to networking is to "add three new professionals to my contacts list over the next year." Identify a simple, tiny change you can implement. Fogg says you should plan to make incremental progress toward your desired outcome through a series of tiny, simple changes. Tiny changes are easy, which means you are more likely to stick with them. Take our previous example. If you want to get better at networking and your ultimate goal is to add three professional contacts to your list, start by identifying all of the little steps that would eventually get you to this goal. Your first tiny change might be as simple as peeking at your local young professionals Instagram account every day. Once you've established this as a habit, your next tiny change might be to bookmark any post on that account that advertises an upcoming networking event. Again, do this until it becomes habitual. Next you might commit to adding each new bookmarked event to your personal calendar. Before you know it, you'll be attending networking events, meeting new people, and upsizing those professional contacts list. Attach the tiny change to an existing habit. Fogg's method relies on the fact that we are already engaging in a slew of habits as part of our daily routines. Try to identify some of your existing habits. Maybe you head straight for the bathroom sink to brush your teeth when you wake up in the morning. Or perhaps you are useless until you get your first cup of coffee. Think about your lunch break—can you make it through without a Sudoku puzzle? It's likely you can easily identify a long list of existing habi

3. Quality

If your organization is the only one of its kind, customers may put up with products or services that are less than stellar (as they have with some airlines that have a near monopoly on flights out of certain cities), but only because they have no choice. If another organization comes along and offers a better-quality travel experience, TV program, cut of meat, computer software, or whatever, you may find your company falling behind. Making improvements in quality has become an important management idea in recent times, as we shall discuss.

Knowledgeable Management

Implementation of systems and practices to increase the sharing of knowledge and information throughout an organization

Interpersonal Liaison role

In your liaison role, you must act like a politician, working with other people outside your work unit and organization to develop alliances that will help you achieve your organization's goals

Interpersonal Leadership role

In your role of leader, you are responsible for the actions of your subordinates, as their successes and failures reflect on you. Your leadership is expressed in your decisions about training, motivating, and disciplining people

Multitasking

Juggling multiple activities is common for managers—which is why so many managers use their smartphones to keep track of their schedules.

You will be able to manage yourself and your career.

Management courses in general, and this book in particular, give you the opportunity to realize insights about yourself—your personality, emotions, values, perceptions, needs, and goals. We help you build your skills in areas such as self-management, listening, handling change, managing stress, avoiding groupthink, and coping with organizational politics.

You might make more money during your career.

Managers are well compensated in comparison to other workers. At the lower rungs, managers may make between $33,000 and $87,000 a year; in the middle levels, between $45,000 and $146,000

For-Profit Organizations: For Making Money

Managers in nonprofit organizations are often known as administrators. Nonprofit organizations may be either in the public sector, such as the University of California, or in the private sector, such as Stanford University. Either way, their purpose is to offer services to some clients, not to make a profit. Examples of such organizations are hospitals, colleges, and social-welfare agencies (the Salvation Army and the Red Cross). According to the National Center for Charitable Statistics (NCCS), more than 1.4 million nonprofit organizations are registered in the United States. This number includes public charities, private foundations, and other types of nonprofit organizations, including chambers of commerce, fraternal organizations and civic leagues.

Technical Skills example

Mary Barra has a bachelor's degree in electrical engineering and a master's in business administration and a well-rounded resume that includes important experience as executive assistant to the CEO, being head of midsize car engineering, managing GM's Detroit-Hamtramck plant, and leading the company's human resources division. Then in 2011 she became head of GM's huge worldwide product development, where she "brought order to chaos," according to one account, "mostly by flattening its bureaucracy . . . reducing the number of expensive, global vehicle platforms, and bringing new models to market faster and at lower cost."56 Said by her predecessor to be "one of the most gifted executives" he had met in his career, she displays an engineer's enthusiasm for cars, a quality not found among other car-company CEOs promoted from finance operations.57 Indeed, says one account, "Ms. Barra can often be found on the company's test track putting vehicles through their paces at high speeds

Happiness is getting what you want, having your desires fulfilled. __________- is the sense of "belonging to and serving something that you believe is bigger than the self.

Meaningfulnes

Organizational changes: shifts in structure, jobs, goals, and management

Organizations and their employees are no longer as bound by time zones and locations. The "virtual" organization presents a variety of options for how work gets done, including the ability to: Telecommute Videoconference Deliver and track a variety of functions digitally with programs such as eWorkbench that enable managers to create and track employee goals and deliver feedback. Manage projects using project management software programs for planning and scheduling the people, costs, and resources to complete a project on time. Knowledge management and collaborative computing

Go out and help someone.

Research shows that people derive a sense of meaningfulness from helping others.129 Salesforce, ranked as the second-best place to work by Fortune in 2019, follows this suggestion. The company donates "subscriptions for its technology to nonprofits and educators, it grants employees seven days off to volunteer each year, and has given away more than $137 million

You will know from experience how to relate to your supervisors

Since most of us work in organizations and most of us have bosses, studying management will enable you to understand the pressures managers deal with and how they will best respond to you.

Knowlege

Skills in the knowledge category, generally referred to as "hard skills," encompass the basic knowledge employers expect you to possess. They develop from your ability to apply academic and practical knowledge while performing the job. Your grade point average is one way to assess your current level of this type of knowledge. Other types of knowledge desired by employers include computational thinking, understanding the business, and new media literacy

Knowlege

Skills in the knowledge category, generally referred to as "hard skills," encompass the basic knowledge employers expect you to possess. They develop from your ability to apply academic and practical knowledge while performing the job. Your grade point average is one way to assess your current level of this type of knowledge. Other types of knowledge desired by employers include computational thinking, understanding the business, and new media literacy

process to guide the pursuit of managing your career readiness. We recommend the following four steps:

Step 1. The first step entails examining the list of career readiness competencies in Table 1.2 and picking two or three that impact your current performance at school, work, or extracurricular activities. You then need to assess your skill level for these competencies. This textbook contains 64 self-assessments you can take for this purpose. The first one was presented on page 29. Step 2.The second step requires you to consider how you can use the material covered in a chapter to develop your targeted career readiness competencies. For example, do your targeted competencies at this point relate to any of the four functions of management: planning, organizing, leading, or controlling? If yes, reflect on what you learned while reading material regarding the functions of management and consider how you can apply ideas, concepts, or suggestions that were discussed. Step 3. The third step involves experimenting with small steps aimed at developing your targeted career readiness competencies. Step 4. The final step is to evaluate what happened during your small-step experiments. This entails reflecting on what went right and wrong. Remember, you can learn as much from failure as success.

Big data

Stores of data so vast that conventional database management systems cannot handle them so very sophisticated analysis software and supercomputers are required. The challenge: How do we deal with this massive amount of data to make useful decisions without violating people's right to privacy?

you will be motivated to learn

Studies of human behavior reveal that people won't spend time on personal development unless they feel the need. Overinflated perceptions of career readiness will not motivate you to develop the attributes that enhance that readiness. Having a realistic picture will increase your motivation to learn and develop. It will also allow you to practice learning, which is something you will need to do throughout your career. You may be surprised to learn that the knowledge you gain from your college degree may be obsolete in as little as five years. This is due to the rapidly changing nature of jobs, and it means that you should approach career readiness as a lifelong process rather than a one-time event that stops after graduation. Authors of the Future Work Skills 2020 report concluded that individuals "will increasingly be called upon to continually reassess the skills they need, and quickly put together the right resources to develop and update these. Workers in the future need to be adaptable lifelong learners