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FOUNDATIONS OF MANAGEMENTFOUNDATIONS OF MANAGEMENT

AND ORGANIZATIONSAND ORGANIZATIONS

PRINCIPLES OF MANAGEMENTPRINCIPLES OF MANAGEMENT

MGT210MGT210

Chapter 1Ch

apter 1

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1)2

L E A R N I N G O U T L I N EL E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

*h+ Are Mana%er&,*h+ Are Mana%er&,

• De&ri-e h+. t+ "a&&i/ ana%er& in +r%aniati+n&$De&ri-e h+. t+ "a&&i/ ana%er& in +r%aniati+n&$

*hat I& Mana%eent,*hat I& Mana%eent,

• De/ine ana%eent$De/ine ana%eent$

• E3p"ain .h e//iien an( e//eti'ene&& are ip+rtant t+E3p"ain .h e//iien an( e//eti'ene&& are ip+rtant t+

ana%eent$ana%eent$

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1)4

L E A R N I N G O U T L I N E 5+nt6(L E A R N I N G O U T L I N E 5+nt6(Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

*hat D+ Mana%er& D+,*hat D+ Mana%er& D+,

• De&ri-e the /+8r /8nti+n& +/ ana%eent$De&ri-e the /+8r /8nti+n& +/ ana%eent$

• E3p"ain Mint-er%6& ana%eria" r+"e&$E3p"ain Mint-er%6& ana%eria" r+"e&$

• De&ri-e 9at6& three e&&entia" ana%eria" &:i""& an( h+.De&ri-e 9at6& three e&&entia" ana%eria" &:i""& an( h+.the ip+rtane +/ the&e &:i""& han%e& (epen(in% +nthe ip+rtane +/ the&e &:i""& han%e& (epen(in% +n

ana%eria" "e'e"$ana%eria" "e'e"$

• Di&8&& the han%e& that are ipatin% ana%er&6 ;+-&$Di&8&& the han%e& that are ipatin% ana%er&6 ;+-&$

• E3p"ain .h 8&t+er &er'ie an( inn+'ati+n areE3p"ain .h 8&t+er &er'ie an( inn+'ati+n areip+rtant t+ the ana%er6& ;+-$ip+rtant t+ the ana%er6& ;+-$

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L E A R N I N G O U T L I N E 5+nt6(L E A R N I N G O U T L I N E 5+nt6(Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

*hat I& An Or%aniati+n,*hat I& An Or%aniati+n,

• De&ri-e the harateri&ti& +/ an +r%aniati+n$De&ri-e the harateri&ti& +/ an +r%aniati+n$

• E3p"ain h+. the +nept +/ an +r%aniati+n i& han%in%$E3p"ain h+. the +nept +/ an +r%aniati+n i& han%in%$

*h St8( Mana%eent,*h St8( Mana%eent,

• E3p"ain the 8ni'er&a"it +/ ana%eent +nept$E3p"ain the 8ni'er&a"it +/ ana%eent +nept$

• Di&8&& .h an 8n(er&tan(in% +/ ana%eent i&Di&8&& .h an 8n(er&tan(in% +/ ana%eent i&

ip+rtant$ip+rtant$

• De&ri-e the re.ar(& an( ha""en%e& +/ -ein% a ana%er$De&ri-e the re.ar(& an( ha""en%e& +/ -ein% a ana%er$

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*h+ Are Mana%er&,*h+ Are Mana%er&,

• Manager Manager

Someone who coordinates and oversees the work ofSomeone who coordinates and oversees the work of

other people so that organizational goals can beother people so that organizational goals can be

accomplished.accomplished.

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C"a&&i/in% Mana%er&C"a&&i/in% Mana%er&

• First-line ManagersFirst-line Managers

Individuals who manage the work of non-managerialIndividuals who manage the work of non-managerial

employees.employees.

• Middle ManagersMiddle Managers

Individuals who manage the work of first-lineIndividuals who manage the work of first-linemanagers.managers.

• op Managersop Managers

Individuals who are responsible for makingIndividuals who are responsible for making

organization-wide decisions and establishing plansorganization-wide decisions and establishing plansand goals that affect the entire organization.and goals that affect the entire organization.

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E3hi-it 1)1E3hi-it 1)1 Mana%eria" Le'e"&Mana%eria" Le'e"&

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*hat I& Mana%eent,*hat I& Mana%eent,

• Managerial !oncernsManagerial !oncerns

"ffectiveness"ffectiveness ##$oing the right things%$oing the right things%

& 'ttaining organizational 'ttaining organizational

goalsgoals

"fficiency"fficiency ##$oing things right%$oing things right%

& (etting the most output(etting the most output

for the least inputsfor the least inputs

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E3hi-it 1)2E3hi-it 1)2 E//eti'ene&& an( E//iien in Mana%eentE//eti'ene&& an( E//iien in Mana%eent

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*hat D+ Mana%er& D+,*hat D+ Mana%er& D+,

• Functional 'pproachFunctional 'pproach

)lanning)lanning $efining goals* establishing strategies to achieve goals*$efining goals* establishing strategies to achieve goals*

developing plans to integrate and coordinate activities.developing plans to integrate and coordinate activities.

+rganizing+rganizing 'rranging and structuring work to accomplish organizational 'rranging and structuring work to accomplish organizational

goals.goals.

,eading,eading orking with and through people to accomplish goals.orking with and through people to accomplish goals.

!ontrolling!ontrolling Monitoring* comparing* and correcting work.Monitoring* comparing* and correcting work.

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E3hi-it 1)4E3hi-it 1)4 Mana%eent F8nti+n&Mana%eent F8nti+n&

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*hat D+ Mana%er& D+, 5+nt6(*hat D+ Mana%er& D+, 5+nt6(

• Management olesManagement oles

'pproach /Mintzberg0 'pproach /Mintzberg0

Interpersonal rolesInterpersonal roles Figurehead* leader* liaisonFigurehead* leader* liaison

Informational rolesInformational roles Monitor* disseminator*Monitor* disseminator*

spokespersonspokesperson

$ecisional roles$ecisional roles $isturbance handler* resource$isturbance handler* resource

allocator* negotiator allocator* negotiator

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*hat Mana%er& At8a"" D+ 5Mint-er%*hat Mana%er& At8a"" D+ 5Mint-er%

• InteractionInteraction

with otherswith others

with the organizationwith the organization

with the e1ternal conte1twith the e1ternal conte1t

of the organizationof the organization• eflectioneflection

thoughtful thinkingthoughtful thinking

• 'ction 'ction

practical doingpractical doing

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*hat D+ Mana%er& D+, 5+nt6(*hat D+ Mana%er& D+, 5+nt6(

• Skills 'pproachSkills 'pproach

echnical skillsechnical skills 2nowledge and proficiency in a specific field2nowledge and proficiency in a specific field

3uman skills3uman skills he ability to work well with other peoplehe ability to work well with other people

!onceptual skills!onceptual skills he ability to think and conceptualize about abstract andhe ability to think and conceptualize about abstract and

comple1 situations concerning the organizationcomple1 situations concerning the organization

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E3hi-it 1)=E3hi-it 1)= S:i""& Nee(e( at Di//erent Mana%eent Le'e"&S:i""& Nee(e( at Di//erent Mana%eent Le'e"&

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E3hi-it 1)7E3hi-it 1)7 Mana%eent S:i""& an( Mana%eent F8nti+n Matri3Mana%eent S:i""& an( Mana%eent F8nti+n Matri3

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!+. The Mana%er6& +- I& Chan%in%!+. The Mana%er6& +- I& Chan%in%

• he Increasing Importance of !ustomershe Increasing Importance of !ustomers

!ustomers4 the reason that organizations e1ist!ustomers4 the reason that organizations e1ist Managing customer relationships is the responsibility of allManaging customer relationships is the responsibility of all

managers and employees.managers and employees.

!onsistent high 5uality customer service is essential for!onsistent high 5uality customer service is essential for

survival.survival.

• InnovationInnovation

$oing things differently* e1ploring new territory* and$oing things differently* e1ploring new territory* and

taking riskstaking risks

Managers should encourage employees to be aware of andManagers should encourage employees to be aware of andact on opportunities for innovation.act on opportunities for innovation.

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E3hi-it 1)?E3hi-it 1)?

Chan%e& Ipatin%Chan%e& Ipatin%

the Mana%er6& +-the Mana%er6& +-

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*hat I& An Or%aniati+n,*hat I& An Or%aniati+n,

• 'n +rganization $efined 'n +rganization $efined

' deliberate arrangement of people to accomplish ' deliberate arrangement of people to accomplish

some specific purpose /that individuals independentlysome specific purpose /that individuals independently

could not accomplish alone0.could not accomplish alone0.

•!ommon !haracteristics of +rganizations!ommon !haracteristics of +rganizations

3ave a distinct purpose /goal03ave a distinct purpose /goal0

!omposed of people!omposed of people

3ave a deliberate structure3ave a deliberate structure

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E3hi-it 1)@E3hi-it 1)@ Charateri&ti& +/ Or%aniati+n&Charateri&ti& +/ Or%aniati+n&

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E3hi-it 1)10E3hi-it 1)10 The Chan%in% Or%aniati+nThe Chan%in% Or%aniati+n

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*h St8( Mana%eent,*h St8( Mana%eent,

• he 6alue of Studying Managementhe 6alue of Studying Management

he universality of managementhe universality of management

(ood management is needed in all organizations.(ood management is needed in all organizations.

he reality of workhe reality of work

"mployees either manage or are managed."mployees either manage or are managed.

ewards and challenges of being a manager ewards and challenges of being a manager

Management offers challenging* e1citing and creativeManagement offers challenging* e1citing and creative

opportunities for meaningful and fulfilling work.opportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewardsSuccessful managers receive significant monetary rewards

for their efforts.for their efforts.

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E3hi-it 1)11E3hi-it 1)11 Uni'er&a" Nee( /+r Mana%eentUni'er&a" Nee( /+r Mana%eent

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E3hi-it 1)12E3hi-it 1)12 Re.ar(& an( Cha""en%e& +/ Bein% A Mana%er Re.ar(& an( Cha""en%e& +/ Bein% A Mana%er

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Ter& t+ 9n+.Ter& t+ 9n+.

• manager manager

• first-line managersfirst-line managers

• middle managersmiddle managers

• top managerstop managers

•managementmanagement• efficiencyefficiency

• effectivenesseffectiveness

• planningplanning

• organizingorganizing• leadingleading

• controllingcontrolling

• management rolesmanagement roles

• interpersonal rolesinterpersonal roles

• informational rolesinformational roles

• decisional rolesdecisional roles

•technical skillstechnical skills• human skillshuman skills

• conceptual skillsconceptual skills

• organizationorganization

• universality ofuniversality ofmanagementmanagement

chapter 1

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