10/1/2015

1 Chapter

Managers
and
Management

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Learning Outcomes
• Tell who managers are and where they work.
• Define management.
• Describe what managers do.
• Explain why it’s important to study management.
• Describe the factors that are reshaping and
redefining management.

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1.1 Tell who managers

are and where they
work.

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Who Are Managers?

Where Do They Work?
Organization
A deliberate arrangement of people brought
together to accomplish a specific purpose

Common Characteristics of Organizations

• Goals
• People
• Structure
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How Are Managers Different from

Nonmanagerial Employees?
Nonmanagerial Employees
• Work directly on tasks
• Not responsible for overseeing others’ work
Managers
• Direct and oversee the activities of others
• May have work duties not related to
overseeing others

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What Titles Do Managers Have?

Top Managers
• Make decisions about the direction of an
organization

Middle Managers
• Manage other managers

First-line Managers
• Direct nonmanagerial employees

Team Leaders
• Manage activities of a work team
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1.2 Define
management.

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What Is Management?

The process of getting things done effectively and

efficiently, with and through people.

Effectiveness: Doing the right things

Efficiency: Doing things right

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Is the Manager’s Job Universal?

1. Level in the Organization
2. Size of the Organization
3. Profit vs. Not-for-profit
4. National Borders

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Is the Manager’s Job Universal?

1. Level in the Organization

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Is the Manager’s Job Universal?

2. Size of the Organization

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1.3 Describe what

managers do.

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What Do Managers Do?

3. Ways to Look at What Managers Do

1. Four Functions Approach

2. Management Roles Approach
3. Skills and Competencies

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Four Functions Approach

•Planning
•Organizing
•Leading
•Controlling

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Management Roles Approach

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1.3. What do managers do ?

 Mintzberg’s Managerial Roles :

Interpersonal Roles
• Figurehead : the manager performs ceremonial and symbolic duties as head of the organization;
• Leader : fosters a proper work atmosphere and motivates and develops subordinates;
• Liaison : develops and maintains a network of external contacts to gather information.

Informational Roles
• Monitor : gathers internal and external information relevant to the organization;
• Disseminator : transmits factual and value based information to subordinates;
• Spokesperson : communicates to the outside world on performance and policies.

Decisional Roles
•Entrepreneur : designs and initiates change in the organization;
• Disturbance handler : deals with unexpected events and operational breakdowns;
• Resource allocator : controls and authorizes the use of organizational resources;
• Negotiator : participates in negotiation activities with other organizations and individuals.

What Skills Do Managers Need?

Conceptual Skills Interpersonal Skills

Technical Skills Political Skills

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Learning
Outcomes  1.3. What do managers do ?

 Management Skills :

• Katz Robert developed one approach to describing management skills.

He concluded that managers need 3 essential skills :

Technical, Human and Conceptual Skills

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Learning
Outcomes  1.3. What do managers do ?

 Management Skills :

• Technical skills involves process or technique knowledge and proficiency. Managers

use the processes, techniques and tools to proficiently perform work tasks.

• Human skills involves the ability to interact effectively with people. Managers interact
and cooperate with employees.

• Conceptual skills involves the formulation of ideas. Managers understand abstract

relationships, develop ideas, and solve problems creatively.

• Thus, technical skills deals with things, human skills concerns people, and conceptual
skills has to do with ideas. **

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Learning
Outcomes  1.3. What do managers do ?

 Management Skills :

Top Conceptual
Managers Skills

Middle Human
Managers Skills

Lower-Level Technical
Managers Skills

Importance
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Learning
Outcomes  1.3. What do managers do ?

 Management Skills :

Important Managerial Skills

• Delegating effectively (making sure work gets done right)

• Being an effective communicator

• Thinking critically

• Managing work load/time

• Identifying clear roles for employees

• Creating an environment of openness, trust, and challenge.

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Learning
Outcomes  1.4. What is an organization ?

An organization is a deliberate arrangement of people to accomplish some

specific purpose.

An organization has a distinct purpose.

• First, this purpose is typically expressed through goals that the organization
hopes to accomplish.

• Second, each organization is composed of people who perform the work

that’s necessary for the organization to achieve its goals.

• Third, all organizations develop some deliberate structure within which

members do their work. That structure may be open and flexible, with no
specific job duties or strict adherence to explicit job arrangements.

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Which Approach Takes the Prize?

Functions ☑

Roles ☐

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1.4 Explain why it’s

important to study
management.

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Why Study Management?

We all have a vested interest in improving how

organizations are managed.

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Why Study Management? (cont.)

Most people will either manage or be managed

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1.5 Describe the factors

that are reshaping
and redefining
management.

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Welcome to the New World of

Management!

Changing Workplaces + Changing Workforce

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Why Are Customers Important?

Consistent, high-quality customer service is

essential to survival

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Why Is Innovation Important?

“Nothing is more risky than not innovating.”

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Importance of Social Media

Connecting with customers

&
Managing human resources

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Importance of Sustainability

Integrating economic, environmental, and social

opportunities into business strategies

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Managers Matter!

Employee productivity, loyalty, and engagement

hinge on employee\manager relationship

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