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Chapter
Managers and Management
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Learning Outcomes
Tell who managers are and where they work
Define management
Describe what managers do
Explain why it’s important to study management
Describe the factors that are reshaping and redefining management
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3. Who Are Managers? Where Do They Work?
Organization
A deliberate arrangement of people brought together to accomplish some specific purpose. Such us uni, football teams.
Common Characteristics of Organizations
Distinct purpose expressed in a goal or a set of goals
People working together to achieve the orgs goal through a set of decisions and work activities.
A deliberate systematic structure that define and limits the behavior of its members
Managers work in organizations. We define organizations as A deliberate arrangement of people brought together to accomplish some are deliberate arrangements of people to accomplish a specific purpose. Examples include your college or university, the United Way, your neighborhood convenience store, the Dallas Cowboys football team, fraternities and sororities, the Cleveland Clinic and Nokia.
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5. How Are Managers Different from Nonmanagerial Employees?
People who work directly on a job or task and have no responsibility for overseeing the work of others.
Examples, associates, team members
Managers
Individuals in organizations who direct and oversee the activities of others.
Managers do work directly on tasks such as servicing some costumers.
For simplicities sake, we can divide organization members into two categories: nonmanagerial employees and managers. Nonmanagerial employees do not oversee the work of others. Managers direct and oversee the activity of the people in the organization.
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7. What Titles Do Managers Have?
Top Managers
Responsible for making decisions about the direction of the organization and establishing policies and philosophies that effect all organizational members .
Examples; President, Chief Executive Officer, Vice-President
Middle Managers ( btw the lowest and top levels)
Manage the activities of other managers and non managerial employees and translating the goals set by top managers to specific details that lower managers can understand.
Examples; District Manager, Division Manager
First-line Managers
Responsible for directing the day to day activities of nonmanagerial employees
Examples; Supervisor, Team Leader
Managers are usually classified as top, middle or first-line. But be aware that they can have a variety of titles.
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What Is Management?
Management
The process of getting things done effectively and efficiently, with and through people
A process refers to a set of ongoing and interrelated activities.
Efficiency
“Doing things right”, and getting the most output from the least amount of input( minimizing the coast).
Management is a process of getting things done, effectively and efficiently, with through people. A process is a set of ongoing and interrelated activities. In our definition it refers to the primary activities or functions managers perform.
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Effectiveness
doing those work tasks that help the org to reach its goals.
Efficiency is concerned with the means of getting things done while effectiveness is concerned with the ends.
Its easier to be effective if you ignore efficiency.
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What Do Managers Do?
Management researchers have developed three approaches to describe what managers do: functions , rules and skills.
Henri Fayol, a French industrialist in the early twentieth century, proposed that all managers perform five management activities: plan, organize, command, coordinate and control. Today these management functions have been condensed to four.
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11. Four Management Functions ( Henri Fayol)
Planning
Defining the organizational purpose and ways to achieve it ex, defining goals, developing plans.etc
Organizing
Arranging and structuring work to accomplish organizational goals ex who reports to whom and dividing work on employees.
Leading
Directing the work activities of others ex resolving conflicts, motivating employees, chosen the most effective channel to communicate
Controlling
Monitoring, comparing, and correcting work performance ex evaluation
Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organizing includes determining what tasks need to be done and by whom. Leading includes motivating, directing the activities of others, and resolving conflicts. Controlling involves monitoring, comparing, and correcting work performance.
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13. What Roles Do Managers Play?
Henry Mintzberg observed that a manager’s job can be described by ten roles performed by managers in three general categories
managerial roles : managerial actions or behaviors expected of a manager.
In the 1960s, Henry Mintzberg did an empirical study of chief executives and discovered that managers were engaged in a number of varied, un-patterned, and short-duration activities. He defined management by categorizing what managers do based on the managerial roles they perform at work.
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14. What Roles Do Managers Play?
Interpersonal Roles( ones that involve subordinates and persons outside the org) and other duties that are ceremonial & symbolic in nature)
Figurehead, Leader, and Liaison
Informational Roles ( collecting , receiving and analyzing info)
Monitor, Disseminator and Spokesperson
In the 1960s, Henry Mintzberg did an empirical study of chief executives and discovered that managers were engaged in a number of varied, un-patterned, and short-duration activities. He defined management by categorizing what managers do based on the managerial roles they perform at work.
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Decisional roles ( making decision and look into choices )
Entrepreneur, Disturbance Handler, Resource Allocator and Negotiator
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16. What Skills Do Managers Need?
Robert Katz and others describe four critical skills in managing
Conceptual Skills
Used to analyze and diagnose complex situations, help managers see how things fit together and facilitate making good decision.
Interpersonal Skills
working well with other people both individually and groups , so managers must have good skills to communicate, motivate, mentor and delegate.
Technical Skills
Based on specialized knowledge required for work (lower and middle managers knowing of the job they are performing, top managers knowing of the industry and a general understanding of the org’s process and products.
Political Skills
Used to build a power base and establish connections.
Another way to describing what managers do is by looking at the skills they need in managing. Managers must possess four critical skills in managing. Conceptual skills, Interpersonal Skills, Technical Skills and Political Skills.
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17. Is The Manager’s Job Universal?
The previous discussion describe management as a generic activity. In reality, a manager’s job varies with along several dimensions
Level in the Organization
Top level managers do more planning and less direct oversees of others than supervisors.
All managers make decisions, planning…..but the amount they delegate to each of them is different.
Profit vs. Nonprofit
While the importance of managerial roles varies depending on a manager’s position within an organization, the differences are of degree and emphasis, not of function. As managers move up the organization, for example, they spend less time supervising and more time planning.
All managers, however, make decisions and plan, lead, organize, and control. But the amount of time they give to each activity is not necessarily constant. In addition, the content of the managerial activities changes with the manager’s level.
When measuring managerial performance in business, profit (the bottom line) is an unambiguous criterion. Even though not-for-profit organizations need money to survive, however, their managers do not live and die to maximize profits.
Given this difference, managers working in profit and not-for-profit organizations must perform similar functions: planning, organizing, leading, and controlling.
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18. Is The Manager’s Job Universal?
Manager’s job are the same in both profit and non profit org.
Profit organizations measure their performance by the amount of profit they achieve
There are no specific measurement to measure the success of non-profit org .
The financial side is still important in non- profit org.
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19. Is the Manager’s Job Universal? (cont’d)
Size of the Organization
Small businesses: have fewer than 500 employees and which doesn’t often engage in any new innovative practices …
managers n this kind of org do the role of spokesperson and spend most of their time in doing outwardly directed action ex meeting with costumers, arranging financing with bankers..etc
Large business is the contrast of the above.
National Borders
These concepts work best in English-speaking countries and may need to be modified in other global environments
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Why Study Management?
All of us have a vested interest in improving the way organizations are managed
Organizations that are well managed find ways to prosper even in challenging economic times
After graduation most students become managers or are managed
Let’s look at some of the reasons why you may want to understand more about management. Because we interact with others every day of our lives, an understanding of management offers insights into many organizational aspects. Many once thriving organizations no longer exist. You can distinguish between by good and poor management by studying management.
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23. What Can Students of Management Learn From Other Courses?
Anthropology
The study of social societies which helps us learn about humans and their activities
Economics
Provides us with an understanding of the changing economy and competition in a global context
It’s important to study areas outside the business curriculum because other disciplines including humanities and social sciences affect management practice.
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24. What Can Students of Management Learn From Other Courses? (cont’d)
Philosophy
Inquires into the nature of things, particularly values and ethics
Political Science
The study of behavior and groups within a political environment
Psychology
The science that seeks to measure, explain and sometimes change the behavior of humans
Sociology
The study of people in relationship to their fellow human beings
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25. What Factors Are Reshaping and Redefining Management?
Welcome to the new world of management! Today managers must deal with
Changing workplaces
Ethical and trust issues
Global economic uncertainties
Changing technologies
Managers everywhere are likely to have to manage in changing circumstances and the fact that management is changing.
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26. Why Are Customers Important to the Manager’s Job?
Without customers most organizations would cease to exist
Today we’re discovering that employee attitudes and behaviors play a big part in customer satisfaction
Managers must create a customer responsive where employees are friendly, knowledgeable, responsive to customer needs
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27. Why Is Innovation Important to the Manager’s Job?
“Nothing is more risky than not innovating”
Innovation isn’t just important for high technology companies but essential in all types of organizations
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History Module
A Brief History of
Management’s Roots
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Early Management
Management has been practiced a long time.
Organized endeavors directed by people responsible for planning, organizing, leading and controlling have existed for thousands of years
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Classical Approaches
Scientific Management
Frederick W. Taylor described scientific management as a method of scientifically finding the “one best way to do a job” focus on individual producation.
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31. Other Classic Approaches
General Administrative Theory
focused on org practices and what constituted good management
Max Weber (pictured) described the bureaucracy as an ideal rational form of organization
Henri Fayol identified five management functions and 14 management principles
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32. Behavioral Approaches( important of ppl to an org’s success
Early management writers included
Robert Owen, was concerned about deplorable bad working conditions, proposed idealistic workplace
Hugo Munsterberg, suggested using psychological test for employee selection and studies of human behavior for employee motivation
Mary Parker Follett recognized that organizations could be viewed from both individual and group behavior( group ethic rather than individlisum
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33. The Hawthorne Studies( most vip contribution to the behavioral appr
Conducted at the Western Electric Company Works these studies:
Provided new insights into individual and group behavior in the behavior of people at work.
Concluded that group pressures can significantly impact individual productivity and ppl behave differently whn they are being observed
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34. Quantitative Approaches
Used quantitative techniques to improve decision making
Evolved from mathematical and statistical solutions developed for military problems during World War II
W. Edwards Deming and Joseph M. Duran ‘s ideas became the basis for total quality management (TQM) which is continual improvement and responding to costumers needs and expectations
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35. Contemporary Approaches
Focused on managers’ concerns inside the organization
Chester Barnard wrote in his 1938 book The Functions of the Executive that an organization functioned as a cooperative system
Fred Feildler first popularized the contingency approach (or situational approach) which says that organizations, employees, and situations are different and require different ways of managing
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