1. Foundation of Management & Organizations (Chapter 1)
Session 1

2. Who is a Manager: Old & New Thoughts
Old Idea:
Organizational members who told others what to do and how to do it!
It was very easy to differentiate managers from non- managerial employees
New Idea:
The changing nature of work has blurred the distinction between managers & non-managerial employees
Many traditional non-managerial jobs now include managerial activities
Someone who coordinates and oversees the work of other people so organizational goals can be accomplished

3. Why are Managers Important?
Managers are critical to “getting things done”
They are responsible for creating and coordinating the workplace environment and work systems so that others could perform those tasks.
Managerial ability is important in creating organizational value
Organizations need managerial skills and abilities more than ever in uncertain, complex and chaotic times
The single most important variable in employee productivity is the quality of the relationship between employees and their direct supervisors

4. Levels of Management

5. Levels of Management
First-line managers are of the lowest level. They manage the work of non-managerial employees who are involved with producing the organization`s products or servicing the customers.
Example- Supervisors, shift managers, district managers, department managers or office managers.
Middle managers manage the work of first-line managers and can be found between the lowest and top levels of the organization.
Example- Regional managers, project leader, store manager or division manager.

6. Levels of Management
Top managers are upper levels of the organizations responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization
Example- Executive vice-president, president, managing director, chief operating officer (COO) or chief executive officer. (CEO).
Some organizations are more loosely configured by ever-changing teams of employees who move from one project to another as work demands arise.

7. Characteristics of an Organization
Organization: A deliberate arrangement of people to accomplish some specific purpose
All organizations have three common characteristics-

8. Characteristics of an Organization
Distinct Purpose is typically expressed through goals which the organizations hopes to accomplish.
Each Organization is composed of People.
All organizations develop a Deliberate Structure within which the members do their work. (Ex: Google or P&G)

9. What do Managers Do?
Management involves coordinating and overseeing others so their activities are completed efficiently and effectively.
Efficiency: Refers to getting the most output from the least amount of resources and want to use those resources efficiently. It is often referred to as “doing things right”.
But it is not enough just to be efficient.
Effectiveness: “Doing the right things” that is, doing those work activities that will result in achieving goals.
Efficiency is concerned with the means of getting things done, effectiveness is concerned with the attainment of organizational goals.

10. Efficiency & Effectiveness

11. Management Functions

12. Mintzberg’s Managerial Roles
Henry Mintzberg, a management researcher, studied actual managers at work. Mintzberg described managerial roles as following:
Interpersonal Roles: involves people(subordinates and people outside the organization) other ceremonial and symbolic duties.
Informational Roles: involve collecting, receiving and disseminating information.
Decisional Roles: entail making decisions or choices.

13. Mintzberg’s Managerial Roles
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

14. Management Skills at Different Levels
Robert L. Katz proposed that managers need three critical skills
Technical Skills: Job-specific knowledge and techniques needed to proficiently perform work tasks.
Human Skills: The ability to work well with other people individually and in a group.
Conceptual Skills: The ability to think and to conceptualize about abstract and complex situation.

15. Management Skills at Different Levels

16. How the Managers Job is Changing
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 in the modern world.
Innovation: Doing things differently, exploring new territory, and taking risks
Managers should encourage employees to be aware of and act on opportunities for innovation.

17. Universal Need for Management