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Management

PART 1: INTRODUCTION

CHAPTER 1 - MANAGERS AND MANAGEMENT

LEARNING OUTCOMES
After reading this chapter students should be able to:
1. Describe the difference between managers and operative employees.
2. Explain what is meant by the term management.
3. Differentiate between efficiency and effectiveness.
4. Describe the four primary processes of management.
5. Classify the three levels of managers, and identify the primary responsibility of each group.
6. Summarize the essential roles performed by managers.
7. Discuss whether the manager's job is generic.
8. Describe the four general skills necessary for becoming a successful manager.
9. Describe the value of studying management.
10. Identify the relevance of popular humanities and social science courses to management practices.

Opening Vignette
SUMMARY
Manager Wiin Wu.
What distinguishes those organizations that succeed from those that don't are good managers. Managers accomplish goals through and with the efforts of others.

Educated at MIT and Stanford universities, Wiin began his career at Intel. He had a vision of how to make better computer chips and made it a reality in 1989 when he founded Macronix International, Ltd. in Taiwan. HWu also realized that no organization could remain complacent and that long term success came from identifying opportunities and staking out a growth plan. So e also created alliances with other companies also investing heavily in research and development. Wiin never overlooks the role of the human factor in his business, constantly seeking to re-create the organization, fostering a work environment that promotes enthusiasm. His efforts have proven successful for Macronix International; company sales broke through $320 million in 1998, and its share of the Asian microchip market has nearly doubled from 2.8 to 5.4 percent, and has earned the recent honor of being chosen one of Taiwan's thriving high-tech companies.

Wiin Wu provides a good example of what a...