Management tenth edition

Chapter Introduction to
Management
1 and
Organizations
Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1.1 Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
2. What Is Management?
• Define management.
• Explain why efficiency and effectiveness are
important to management.
Learning Outcomes
3. What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and
how the importance of these skills changes
depending on managerial level.
• Discuss the changes that are impacting manager’s
jobs.
• Explain why customer service and innovation are
important to the manager’s job.
Learning Outcomes
4. What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
5. Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a
manager.
 What Is Management?

• Management involves coordinating and

overseeing the work activities of others so that
their activities are completed efficiently and
effectively.
Efficiency :
• Getting work done with minimum effect / expanse or waste.
• Getting things Right – Most output for lease Input
Effectiveness
• Accomplish tasks that help to fulfill organizational objectives
• Doing the right Things
Management Involves coordinating and overseeing the work activities of others so that
their activities are completed efficiently and effectively.
Exhibit 1–3 Effectiveness and Efficiency in
Management
Who Are Managers?
• Manager
 Someone who coordinates and oversees thework of other
people so that organizational goals can be accomplished.
• First-line Managers
 Individuals who manage the work of non-managerial
employees.
• Middle Managers
 Individuals who manage the work of first-line
managers.
• Top Managers
 Individuals who are responsible for making organization-
wide decisions and establishing plans and goals that affect
the entire organization.
 Exhibit 1–2 Managerial Levels

• Kind of a Pyramid  Non-Managerial employees are much and going up is getting less and
less
• Top Managers  Senior or Top management
• Middle managers  Middle Line managers
• First Line managers  First line managers and to cater the non-managerial
staff/employees
• Non-managerial are the assembly line workers/Staff/ Labor/ Supervisors/ Technicians
What Managers Do?
• Three Approaches to Defining What Managers
Do.
 Functions they perform.
 Roles they play.
 Skills they need.
What Managers Do?
• Functions Manager’s Perform
 Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
 Organizing
 Arranging and structuring work to accomplish organizational
goals.
 Leading
 Working with and through people to accomplish goals.
 Controlling
 Monitoring, comparing, and correcting work.
Exhibit 1–4 Management Functions
What Managers Do?
• Roles Manager’s Play
 Roles are specific actions or behaviors expected of a
manager.
 Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of information,
and decision making.
What Managers Do?
• Management Roles
(Mintzberg)
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Entrepreneur, disturbance
handler, resource allocator,
negotiator
 Henry Mintzberg’s (1973) Managerial Roles
• Interpersonal Roles
• Figurehead  perform Social and Legal Duties  greet Top Visitors / Sign
Legal Documents attend Ribbon Cuttings Ceremonies etc, Top Person like
CEO or President
• Leader  Direct or motivate subordinates, select and train people  Includes
all interactions with subordinates. Every manager is a leader and as main
person and has provide motivation and guiding etc
• Liaison  Establish and maintain contacts within and outside the organization
 Business corresponding, Participation in meetings with representation of the
other divisions and organizations
• Interpersonal Roles
• Monitor  Seek or acquire work related information, eg Trade Reports,
Trainings, maintaining Personal Contacts
• Disseminator  communicate/ Disseminate information to others within the
organization  send memo and reports to information staff and Subordinates.
• Spokesperson  Communicate/ Transmit information to outsiders Reports /
Conferences/ Meetings/ Progress Reports
• Decisional Roles
• Entrepreneur Identify new ideas and initiate improvement
roles  Implement Innovation, Plan for Future.

• Disturbance handler deals with dispute or problems and

take corrective actions  settle conflicts between coordinates,
chose strategic alignment, overcome crisis situation

• Resource allocator  Decides where to allocate resources 

Draft and approve plans, set budget, set priorities

• Negotiator  negotiation to have a win situation for the

organization – Negotiation a business deal.
What Managers Do?

• Skills Managers Need

 Technical skills
Knowledge and proficiency in a specific field  for a marketing manager to
know what's required for promotions, advertising, tools to be used etc., or for
Account manager to know the basic accounting skills like balance sheet, bank
statement, financial statement, balance sheet and how these are made etc,
then their transforming and analysis
 Human skills
The ability to work well with other people  Need to have the ability to work
well with other people, People to have a ease to communicate
Skills Managers Require
 Conceptual skills
The ability to think and conceptualize about abstract and complex situations
concerning the organization  Ability to think in right direction to work for the
future goals.
• Ability to use information to solve business problems
• Identification of opportunities for innovation
• Recognition of problem area and implementation of solution
• Selection of critical information from masses of date
• Understanding of business uses of technology
• Understanding of organizational business needs  services / product or
both  r we doing right in business model,

 Motivation to Manage
Interpersonal Skills
• Coaching and mentoring skills – Guiding of skills
• Diversity Skills  working with people with diverse culture / Language /
Skills and to work well to achieve goals
• Networking within the Organization
• Networking outside the organization ( establish Links / relationships with
and outside the organization.
• Working in Teams : Cooperation and commitment  Most Important to
work when working in a team with +ve energy (called Synergy and making
Cohaviness, achieving goals
Communication Skills
• Ability to transform Ideas into words and actions/Body language
• Credibility among colleagues, peers (same Level) and subordinates
• Listening and asking questions
• Presentation Skills: Spoken Format
• Presentation Skills: Written and /or Graphic Formats
Effectiveness Skills
• Controlling to corporate mission/departmental objectives
• Customers Focus
• Multitasking – Working at Multiple Tasks in Parallel
• Negotiating Skills
• Project management
• Reviewing Operations and Implementing Improvements ( Performance Evaluations of
daily Tasks )
Exhibit 1–6 Skills Needed at Different
Management Levels
What Is An Organization?
• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
 Have a distinct purpose (Specific Goal)
 Composed of people
 Have a deliberate structure (Reporting Structure of
Workers to achieve some specific Goals- for
Academic  Needs staff, Teachers, Other staff to
fulfill the customer needs), Who shall report to whom
Exhibit 1–9 Characteristics of Organizations

Showing the characteristics same  to establish the organization

Why Study Management?
• The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.
Exhibit 1–10 Universal Need for Management
Exhibit 1–11 Rewards and Challenges of
Being A Manager
 Summary
• What is a management?
• Who is a manager?
• Types of Managers
• Functions Performed by Managers
• Managerial Roles
• Skills required for Managers
• Henry Mintzberg’s (1973) 10 - Managerial Roles
• What is a management
• Why we study management