Understanding the

Manager’s Job

Introduction to
Management

Copyright © 2005 Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook.
 Chapter Outline

• Understanding the Manager’s Job

Introduction to Management
– Kinds of Managers
– Basic Management Functions
– Fundamental Management Skills
– The Science and Art of Management
 Learning Objectives
• After studying this chapter, you should be
able to:
– Define management
– Describe the kinds of managers found
in organizations, and
– Briefly explain the four basic
management functions.
 What is Management?

A set of activities directed at an

organization’s resources with the aim
of achieving organizational goals in an
efficient and effective manner

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 Basic Purpose of Management

EFFICIENTLY
Using resources wisely and
in a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them

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 What is a Manager?
• Someone whose primary responsibility is to
carry out the management process
• Someone who plans and makes decisions,
organizes, leads, and controls
human, financial, physical,
and information resources

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 Kinds of Managers by Level
• Top Managers
–The relatively small group of executives who
manage the organization’s overall goals,
strategy and operating policies
• Middle Managers
–Largest group of managers in organizations
• Implement top management’s policies and plans
• Supervise and coordinate lower-level managers’
activities

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 Kinds of Managers by Level
• First-Line Managers
- Managers who supervise and coordinate the
activities of operating employees

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 Figure 1.1
Kinds of Managers by Level and Area

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 Kinds of Managers by Area

• Marketing Managers
–Work in areas related to getting consumers and clients
to buy the organization’s products or services.
• Financial Managers
–Deal primarily with an organization’s financial
resources.
• Operations Managers
–Concerned with creating and managing the systems
that create organization’s products and services.

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 Kinds of Managers by Area

• Human Resource Managers

–Involved in human resource processes
• Planning, recruiting and selection, training and
development, designing compensation and benefit
systems, formulating performance appraisal
systems.
• Administrative Managers
–Serve as generalists in functional areas and are not
associated with any particular management specialty.

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 Kinds of Managers by Area
• Other Kinds of Managers
–Assigned as specialists in positions directly
related to the needs of the organization.

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 The Management Process
• Planning and Decision Making
–Setting an organization’s goals and selecting a course
of action from a set of alternatives to achieve them.
• Organizing
–Determining how activities and resources are grouped.
• Leading
–Getting organizational members to work together to
advance the interests of the organization.
• Controlling
–Monitoring organizational progress towards goals.

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 Figure 1.2
The Management Process

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Skills and the
Manager Technical Skills

Interpersonal Skills

Conceptual Skills
Fundamental
Management Diagnostic Skills
Skills
Communication Skills

Decision-Making Skills

Time-Management Skills

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 Fundamental Management Skills

• Technical
–Skills necessary to accomplish or understand the
specific kind of work being done in an
organization.
• Interpersonal
–The ability to communicate with, understand, and
motivate both individuals and groups.
• Conceptual
–The manager’s ability to think in the abstract.

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 Fundamental Management Skills

• Diagnostic
–The manager’s ability to visualize the most
appropriate response to a situation.
• Communication
–The manager’s abilities both to convey ideas
and information effectively to others and to
receive ideas and information effectively from
others.

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 Fundamental Management Skills

• Decision-Making
–The manager’s ability to recognize and define
problems correctly and to select an
appropriate course of action to solve the
problems and capitalize on opportunities.
• Time-Management
–The manager’s ability to prioritize work, to
work efficiently, and to delegate appropriately.

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 Management: Science or Art?

• The Science of Management

– Assumes that problems can be
approached using rational, logical,
objective, and systematic ways.
– Requires technical, diagnostic, and
decision-making skills and techniques
to solve problems.

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 Management: Science or Art?
• The Art of Management
–Decisions are made and problems
solved using a blend of intuition,
experience, instinct and personal
insights.
–Requires conceptual, communication,
interpersonal, and time management
skills to accomplish the tasks associated
with managerial activities.

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 References
• Griffin, Fundamentals of Management
Fourth Edition, Houghton Mifflin Company,
2005
• Massie, Joseph L., Esssentials of
Management, Prentice Hall, 1997

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DISCUSSANT:

MIGUEL DOMINIQUE A. MARTINEZ

MASTER OF ARTS IN EDUCATIONAL LEADERSHIP AND
MANAGEMENT (MAELM) SUMMER 2012

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