Why are managers important?

 Need their skills

 To get things done/coordinate
 Productivity (depends on quality of relationship)

Who is a manager?
 Someone who coordinates and oversees work of others so that organizations can achieve
goals
 Someone who works with and through other people by coordinating their work activities in
order to accomplish organizational goals
 Not about personal achievement
 Distinction between managers and non-managers being blurred

What types of managers are there?

 Top managers--organization-wide decisions, establish goals--CEO, CFO, CIO, CAO c-suite
 Middle managers--manage first-line managers--Division Managers, Store Manager
 First line managers--manage the work of non-managerial employees--supervision, shift
manager
 Not all organization are hierarchical--matric, self-manages

Where do managers work?

 Organizations: A deliberate arrangement of people who act together to accomplish some
specific purpose (Structure Goal People)

What is management?
 Coordinating work activities with and through other people so the activities are completed
efficiently and effectively

Efficiency VS. Effectiveness

 Doing things right
 Doing the right thing
 Efficiency: Resource Usage; Low Waste
 Effectiveness: Goal Attainment; High Attainment

Functional Approach
 Identify the kind of action or activity proper to a manager
 Henri Fayol first proposed that all managers perfume five functions
Management Functions (POCCC)
-Planning: A management function that involves defining goals, establishing a strategy for
achieving those goals, and developing plans to integrate and coordinate activities.
-Organizing: A management function that involves determining what tasks are to be done, who is
to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to
be made.
-Leading (Commanding and Coordinating): A management function that involves motivating
subordinates, directing the work of individuals or teams, selecting the most effective
communication channels, and resolving employee behavior issues.
-Commanding
-Coordinating
-Controlling: A management function that involves monitoring actual performance, comparing
actual performance to a standard and taking corrective action when necessary.

Roles Approach
 The part played by a person or thing in a particular situation
 Examine the roles that managers are expected to perform
Mintzberg’s Managerial Roles
 Management can be described by looking at the roles managers play at work
 Role: specific action or behavior exhibited by a manager
a) Interpersonal Roles-Performing duties that are ceremonial and symbolic in nature
(figurehead; leader; liaison)
b) Informational Roles-Receiving, collecting and disseminating information (monitor;
disseminator; spokesperson)
c) Decisional Roles-Making significant choices that affect the organization (entrepreneur;
disturbance handler; resource allocator; negotiator)
 Managers perform 10 different highly interrelated roles.
Validity of Mintzberg’s Model
 Found to be valid regardless the type of organization or level of manager
 However, emphasis given to various roles seems to change with organizational level
a) Higher levels--disseminator, figurehead, negotiator, liaison and spokesperson
b) Lower levers--Leading more important

Skills Approach
 The ability to do something well; expertise
 Takes into account the knowledge and abilities that the managers is supposed to have
Research by Robert L. Katz found that managers need three essential skills:
a) Technical skills-Knowledge and proficiency in a specific field.
b) Human skills-the ability to work well with other people (communicate, motivate, lead,
inspire, enthusiasm and trust)
c) Conceptual skills-mental ability to analyze and generate ideas about abstract and complex
situations (visualize the organization as a whole and how it fits into its broader environment)

Manager’s job changing

Importance of customers to the manager’s job
 Let the markets take care of customers
 Most jobs in service industry
 Create a customer responsive organization
Importance of social media
Social media: forms of electronic communication through which users create online communities
to share ideas, information, personal messages, and other content.
 Peril and power

Innovation
 Nothing is more risky than not innovation
 Success depends on innovation
 Focus on people
 Price match (Amazon)
 Don’t sell, build relationships
 (Geek squad)

Adaptability
 Companies who adapt outshine competitors
1. Flexible
2. More efficient
3. Adaptable—creates a set of skills, processes, and a culture that enable it to
continuously look for new problems and offer solutions before the clients even realize
they have a need.

Why study management?

Managing responsibly
Sustainability: ability to achieve business goals and increase long term shareholder value by
integrating economic, environmental, and social opportunities into business strategies.

Universality of management
Universality of management: the reality that management is needed in all types, sizes, levels,
areas, and in all locations of organizations.
 We want to improve the way organizations are managed
 Detect poor management

Reality of work
 If you aspire to be a manager-your foundation of skills as a manager
 If not, will give you insight--you may have some managerial responsibilities

Rewards
 Responsible for others
 Opportunity to think creatively
 Recognition, status, bonuses

Challenges
 Tough and thankless
 Clerical work
 Meetings
 Variety of personalities to interact with
 Outcome does not entirely depend on you