1. I NTRODUCTION TO M ANAGEMENT AND O RGANIZATIONS Chapter 1 1–1

2. W HAT I S M ANAGEMENT ? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. 1–2

3. W HO A RE M ANAGERS ? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. -it’s not about personal achievement, it’s more about helping others do their work and achieve. 1–3

4. 1–4

5. 1–5

6. C LASSIFYING M ANAGERS First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 1–6

7. E XHIBIT 1–2M ANAGERIAL L EVELS 1–7 Draw organogram of GP

8. W HAT I S M ANAGEMENT ? Managerial Concerns Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals 1–8 Discussion: Does BRAC University have scope for efficiency?

9. E XHIBIT 1–3E FFECTIVENESS AND E FFICIENCY IN M ANAGEMENT 1–9

10. W HAT M ANAGERS D O ? Three Approaches to Defining What Managers Do. Functions they perform. Roles they play. Skills they need. 1–10

11. W HAT M ANAGERS D O ? Functions Manager’s Perform Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structuring work to accomplish organizational goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting work. 1–11

12. E XHIBIT 1–4M ANAGEMENT F UNCTIONS 1–12 To be number one mobile operator among the youth New department Motivate employees to understand customer Evaluation by sales. survey,, etc

13. W HAT M ANAGERS D O ? Roles Manager’s Play Roles are specific actions or behaviors expected of a manager. Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making. 1–13

14. W HAT M ANAGERS D O ? Management Roles (Mintzberg) Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator 1–14

15. Interpersonal Roles Figurehead Leader Liaison Informational Roles Monitor Disseminator Spokesperson Decisional Roles Entrepreneur Disturbance handler Resource allocator Negotiator 1–15 Exhibit 1.5 Mintzberg’s Managerial Roles DIY Country head CEO Unilever Sir Abed

16. W HAT M ANAGERS D O ? Skills Managers Need Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization 1–16

17. E XHIBIT 1–6 S KILLS N EEDED AT D IFFERENT M ANAGEMENT L EVELS 1–17

18. T AKE A WAY Who are managers? Effectiveness and Efficiency Level of Managers Functions. Roles and skills. Homework: Interview one of your friends or family who works in an organization. Understand their organogram 1–18

19. 1–19 H OW T HE M ANAGER ’ S J OB I S C HANGING The Increasing Importance of Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. Innovation Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation.

20. 1–20 E XHIBIT 1–8 C HANGES A FFECTING A M ANAGER ’ S J OB

21. 1–21 W HAT I S A N O RGANIZATION ? An Organization Defined Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure

22. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–22 E XHIBIT 1–9 C HARACTERISTICS OF O RGANIZATIONS

23. T HE CHANGING ORGANIZATION Stable or dynamic? Flexible? Job or skill focused? Individual or team oriented? Command or involvement oriented? Who makes decision? Homogenous or diverse work force? Mobility or not?