Chapter 1Introduction to Management & Organizations

Who are Managers?Managers are found in every type of organization

such as schools, hospitals, government departments, large corporations etc.

Some managers are top level managers, while others are first line managers.

Organizations need managers in todays uncertain, complex and chaotic times!

Who are Managers? (continued)A Manager is someone who gets things done

through other people.

In other words, a manager is an organizational member who coordinates and oversees the work of other people so that organizational goals can be accomplished.

A manager’s job is not about personal achievement – it is more about helping others do their work efficiently!

Who are Managers? (continued)

Typically, managers are responsible for:Making decisionsAllocating resourcesDirecting the activities of others to attain goals

Managerial Levels

TopManagers

Middle Managers

First-Line ManagersNonmanagerial Employees

Types of ManagersTop Managers

Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization (e.g. CEO, president, vice president).

Middle ManagersAre responsible for implementing the policies and

plans developed by top managers and for managing the work of first-line managers (e.g. plant manager, marketing manager, division head).

Types of Managers (continued)First-line Managers

Are at the lowest level of management and manage the work of non-managerial employees (e.g. supervisor, shift manager, office manager).

What is Management?

Management refers to the process of coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

Efficiency and EffectivenessEffectiveness is completing activities so that

organizational goals are attained; often described as “doing the right things”.

Efficiency is getting the most output from the least amount of input, the goal of which is to minimize resource costs.

What Managers Do? – The Functional Approach

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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Plan Organize

Lead Control

Managers

Four Management Functions (continued)

PLANA process that includes defining goals,

establishing strategy, and developing plans to coordinate activities.

ORGANIZEDetermining 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.

Four Management Functions (continued)

LEADA function that includes motivating employees,

directing others, selecting the most effective communication channels, and resolving conflicts.

CONTROLMonitoring performance, comparing actual

performance with previously set goals, and correcting any deviation.

What Do Managers Do? (continued)

• Mintzberg’s Management Roles Approach Interpersonal roles

• Figurehead, leader, liaison Informational roles

• Monitor, disseminator, spokesperson

Decisional roles• Entrepreneur, disturbance

handler, resource allocator, negotiator

Interpersonal Role

Informational Role

.

Decisional Role

.

Essential Management SkillsTechnical Skills

Job specific knowledge needed to proficiently perform work tasks.

Human SkillsThe ability to work with, understand, and

motivate other people, both individually and in groups.

Conceptual SkillsThe mental ability to analyze and diagnose

complex situations.

Skills Needed at Different Management Levels

TopManagers

MiddleManagers

Lower-levelManagers

Importance

ConceptualSkills

HumanSkills

TechnicalSkills

Challenges Impacting the Manager’s Job

Ethics

Manager

Work-Life Balance

Globalization

Diversity

Customers

Innovation

RebuildingTrust

Responding to GlobalizationGlobalization refers to

the tendency of the firms to extend their sales or manufacturing to new markets abroad.

Firms expand abroad for two main reasons:

Sales Expansion

Cutting labor costs

Globalization (continued)Globalization has changed the manager’s job in three ways:

Increased foreign assignments.

Working with people from different cultures.

Overseeing movement of jobs to countries with low-cost labor.

Workforce Diversity

Workplace diversity means that the people in organizations are becoming more heterogeneous in terms of gender, age, race and ethnicity.

Improving Ethical BehaviourIn an organizational world characterised by cutbacks,

expectations of high worker productivity and tough competition, employees often feel pressurised to engage in unethical practices.

They increasingly find themselves facing ethical dilemmas, situations in which they are required to define right and wrong conduct.

Managers need to take appropriate steps to cultivate an ethical climate in their organization.

Stimulating Innovation Creativity – Generation of novel & useful

ideasInnovation – Implementation of those ideas

In other words creativity is an important perquisite for innovation!

What is An Organization?• An Organization Defined

It is a deliberate arrangement of people to accomplish some specific purpose.

• Common Characteristics of OrganizationsHave a distinct purpose (goal)Are composed of peopleHave a deliberate structure (e.g. clearly

defined rules, regulations , job descriptions and reporting relationships).

Why Study Management?The value of studying management can be

gauged by looking at three things:

The universality of managementThe reality of workThe rewards and challenges of being a

manager

Why Study Management? (continued)

The universality of management• Good management is needed in all

organizations.The reality of work• Employees either manage or are

managed.

Universal Need for Management

Why Study Management? (continued)Rewards & Challenges of Being a ManagerManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewards for their efforts.

Rewards and Challenges of Being A Manager