1. Chapter 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
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2. Learning Objectives
You should learn to:
Explain what a manager is and how the role of a manager has changed
Define management
Distinguish between efficiency and effectiveness
Describe the basic management functions and the management process
Identify the roles performed by managers
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3. Learning Objectives (cont.)
You should learn to:
Describe the skills managers need
Explain what managers do using the systems perspective
Identify what managers do using the contingency perspective
Describe what an organization is and how the concept of an organization has changed
Explain the value of studying management
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4. Who Are Managers?
Manager
someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees
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5. Who Are Managers? (cont.)
Managerial Titles
First-line managers - manage the work of non-managerial individuals who are directly involved with the production or creation of the organization’s products
Middle managers - all managers between the first-line level and the top level of the organization
manage the first-line managers
Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization
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6. Organizational Levels
Non-managerial Employees
Top
Managers
Middle
First-line
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7. Discussion How are managers different from nonmanagerial employees?
A manager is an organizational member who integrates and coordinates the work of others. Nonmanagerial employees do not integrate and coordinate the work of others.
Explain why it isn’t always easy to determine exactly who the managers are in an organization.
It’s not always easy to determine exactly who managers are because the changing nature of organizations and work has, in many organizations, blurred the clear lines of distinction between managers and nonmanagerial employees. Many traditional workers’ jobs now include managerial activities, especially on teams.
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8. What Is Management?
Management
the process of coordinating work activities so that they are completed efficiently and effectively with and through other people
elements of definition
Process - represents ongoing functions or primary activities engaged in by managers
Coordinating - distinguishes a managerial position from a non-managerial one. It helps to avoid conflict and duplication.
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9. What is Management? (cont.)
elements of definition
Efficiency - getting the most output from the least amount of inputs
“doing things right”
concerned with means
Effectiveness - completing activities so that organizational goals are attained
“doing the right things”
concerned with ends
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10. Efficiency and Effectiveness in Management
Resource
Usage
Efficiency (Means)
Goal
Attainment
Effectiveness (Ends)
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
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11. Management Functions and Processes
.Henri Fayol, a French industrialist from the early part of the 1900s, proposed that managers perform five management functions: POCCC (plan, organize, command, coordinate, control).
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12. What Do Managers Do? Management Functions and Process
most useful conceptualization of the manager’s job
Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities
Organizing - 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 made
Leading - directing and motivating all involved parties and dealing with employee behavior issues
Controlling - monitoring activities to ensure that they are going as planned
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13. What Do Managers Do? (cont.)
Management Functions and Process (cont.)
Management process
set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control
managerial activities are usually done in a continuous manner
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14. What Do Managers Do? (cont.)
Management Roles
specific categories of managerial behavior
Interpersonal - involve people and duties that are ceremonial and symbolic in nature
Informational - receiving, collecting, and disseminating information
Decisional - revolve around making choices
emphasis that managers give to the various roles seems to change with their organizational level
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15. EXHIBIT 1.4: MINTZBERG’S MANAGERIAL ROLES
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16. What Do Managers Do? (cont.)
Management Skills
Technical - knowledge of and proficiency in a certain specialized field
Human - ability to work well with other people both individually and in a group
Conceptual - ability to think and to conceptualize about abstract and complex situations
see the organization as a whole
understand the relationships among subunits
visualize how the organization fits into its broader environment
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17. EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
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18. What Do Managers Do? (cont.)
Managing Systems
System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole
provides a more general and broader picture of what managers do than the other perspectives provide
Closed system - not influenced by and do not interact with their environment
Open system - dramatically interact with their environment
organizations - take in inputs from their environments
transform or process inputs into outputs
outputs are distributed into the environment
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19. The Organization As An Open System
Environment
System
Transformation
Employee’s work
activities
Management
Technology and
operations methods
Outputs
Inputs
Raw materials
Human resources
Capital
Technology
Information
Products and services
Financial results
Human results
Feedback
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20. What Do Managers Do? (cont.)
Managing Systems (cont.)
managers must
coordinate various work activities
ensure that interdependent parts work together
recognize and understand the impact of various external factors
decisions and actions taken in one organizational area will affect other areas and vice versa
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21. What Do Managers Do? (cont.)
Managing in Different and Changing Situations
require managers to use different approaches and techniques
Contingency perspective - different ways of managing are required in different organizations and different circumstances
The contingency perspective, sometimes called the situational approach, is a view that the organization recognizes and responds to situational variables as they arise.
stresses that there are no simplistic or universal rules
contingency variable
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22. EXHIBIT 1.8: POPULAR CONTINGENCY VARIABLES
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23. What Is An Organization?
a deliberate arrangement of people to accomplish some specific purpose
elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
flexible work arrangements
open communications
greater responsiveness to changes
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24. EXHIBIT 1.10: THE CHANGING ORGANIZATION
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25. in all types and sizes of organizations at all organizational levels
Why Study Management?
Universality of Management
management is needed
in all types and sizes of organizations
at all organizational levels
in all work areas
management functions must be performed in all organizations
consequently, have vested interest in improving management
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26. EXHIBIT 1.11: UNIVERSAL NEED FOR MANAGEMENT
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27. Why Study Management? (cont.)
The Reality of Work
most people have some managerial responsibilities
most people work for a manager
Challenges of Being a Manager
being a manager is hard work
- must deal with a variety of personalities
- must motivate workers in the face of uncertainty
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28. Why Study Management? (cont.)
Rewards and challenges of Being a Manager
Challenges
a. Managers may find it difficult to effectively blend the knowledge, skills, ambitions, and experiences of a diverse group of employees.
b. A manager’s success typically is dependent on others’ work performance.
Rewards
a. Managers get to create a work environment in which organizational members can do their work to the best of their ability and help the organization achieve its goals.
b. Receiving recognition and status in the organization and the community, playing a role in influencing organizational outcomes, and receiving appropriate compensation.
c. Satisfaction from knowing that efforts, skills, and abilities are needed by the organization.
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29. Review
“The manager’s most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes.” What’s your interpretation of this statement? Do you agree with this statement? Why or why not?
The statement means that a manager’s job or responsibility is to coordinate and/or focus subordinates’ energies toward performance outcomes that will result in the achievement of organizational goals. By definition, management is the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people. Therefore, yes, most managers and management scholars would agree with this statement. Coordinating others’ work activities is what distinguishes a manager’s job from a nonmanagerial one.
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30. Review “Is there one best “style” of management? Why or why not?
No, there’s probably not one single “best” style of management. Organizational situations vary (contingency perspective), and what works best in one organization may not necessarily work best in another. Point out to students that they’re going to see a variety of managerial “styles” illustrated throughout the textbook in different boxes, examples, and cases. Each individual tends to develop his or her own preferred “style” of managing.
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