Fundamentals of Management, 8th ed



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management english

diagnostic skills

The manager’s

ability to visualize the

most appropriate

response to a

situation



communication

skills

The manager’s

abilities both to

effectively convey

ideas and

information to others

and to effectively

receive ideas and

information from

others


decision-making

skills

The manager’s

ability to correctly

recognize and define

problems and

opportunities and to

then select an

appropriate course

of action to solve

problems and

capitalize on

opportunities



time management

skills

The manager’s

ability to prioritize

work, to work

efficiently, and to

delegate


appropriately

Chapter 1: Understanding the Manager’s Job

9

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.



The Art of Management

Even though managers may try to be scientific as often as

possible, they must frequently make decisions and solve problems on the basis of intui-

tion, experience, instinct, and personal insights. Relying heavily on conceptual, commu-

nication, interpersonal, and time management skills, for example, a manager may have to

decide among multiple courses of action that look equally attractive. And even “objective

facts” may prove to be wrong. When Starbucks was planning its first store in New York

City, market research clearly showed that New Yorkers preferred drip coffee to more

exotic espresso-style coffees. After first installing more drip coffee makers and fewer

espresso makers than in their other stores, managers had to backtrack when New Yor-

kers lined up clamoring for espresso. Starbucks now introduces a standard menu and

layout in all its stores, regardless of presumed market differences, and then makes neces-

sary adjustments later.

13

Thus, managers must blend an element of intuition and per-



sonal insight with hard data and objective facts.

14

THE EVOLUTION OF MANAGEMENT



Most managers today recognize the importance of history and theory in their work. For

instance, knowing the origins of their organization and the kinds of practices that have

led to success—or failure—can be an indispensable tool in managing the contemporary

organization. Thus, in our next section, we briefly trace the history of management

thought. Then we move forward to the present day by introducing contemporary man-

agement issues and challenges.

Most successful managers have strong time management skills. This allows them to stay on top

of their work, meet deadlines, achieve their goals, and avoid unnecessary stress. Poor time

management skills, however, often lead to falling behind on work, not meeting goals, being late on

projects, and excessive stress.

©

Elena


Kharichkina/

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