1. Mercedes Smart Car
8 feet long (3.5 feet shorter than Mini), 60 MPG, recyclable
…but is it electric?

2. L E A R N I N G O U T L I N E
Difference between managers and operatives
Levels of management
Definition of management
Efficiency versus effectiveness
Four functions of management
Mintzberg’s managerial roles
Katz’s managerial skills and how need for them varies at different levels
Changes impacting managers’ jobs
Importance of customer service and innovation
Characteristics of an organization
How the concept of an organization is changing
Universality of management concept
Importance of understanding management
Rewards and challenges of being a manager

3. Who Are Managers? Manager:
Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.

4. Managers vs. Operatives
Work directly on job or task
No responsibility for others
Managers
Oversee work of others
Can someone be both an operative and a manager?

5. How Motivated Am I to Manage?
Respond to each of the 6 items using the following scale: 1 = Strongly disagree 2 = Moderately disagree 3 = Slightly disagree 4 = Neither agree or disagree 5 = Slightly agree 6 = Moderately agree 7 = Strongly agree
I have a generally positive attitude toward those holding positions of authority over me
I enjoy competition and striving to win for myself and my work group
I like to tell others what to do and have no problem with imposing sanctions to enforce my directives
I like being active, assertive, and protecting the members of my work group
I enjoy the idea of standing out from the group, behaving in a unique manner, and being highly visible
I am willing to perform routine, day-to-day administrative tasks and duties

6. How Motivated - Results
Scores on this instrument will range between 6 and 42.
6-18 indicate low motivation to manage;
19-29 is moderate motivation; and
30 and above as high motivation to manage.
This instrument taps six components that have been found to be related to managerial success, especially in larger organizations. These are a favorable attitude toward authority; a desire to compete; a desire to exercise power; assertiveness; desire for a distinctive position; and a willingness to engage in repetitive tasks.
Your score gives you an idea of how comfortable you would be doing managerial activities.
Note: This instrument emphasizes tasks associated with managing in larger and more bureaucratic organizations. A low or moderate score may indicate that you're more suited to managing in a small firm, an organic organization, or in entrepreneurial situations

7. Operatives (Non-managerial employees)
Managerial Levels
Top
Managers
Middle
Managers
First-Line
Managers
Operatives (Non-managerial employees)

8. Effectiveness and Efficiency in Management
Exhibit 1.2

9. Efficiency Versus Effectiveness
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals

10. The Contractor’s Triangle
Good
Fast
Cheap

11. Management Functions
Exhibit 1.3

12. Mintzberg’s 10 Managerial Roles
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator

13. Katz’s Managerial Skills
Skills Approach
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

14. Skills Needed at Different Management Levels
Top
Management
Middle
Management
Lower-level
Management
Conceptual
skills
Human
skills
Technical
skills

15. Skills Needed at Different Management Levels
Exhibit 1.5

16. Management Skills and Management Function Matrix
Exhibit 1.7

17. Employers’ Rankings of Skills in Job Candidates
1= Not important; 5 = extremely important
Source: National Association of Colleges and Employers, Fall 2004

18. Changes Impacting the Manager’s Job
Exhibit 1.8

19. How The Manager’s Job Is Changing
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. Characteristics of Organizations
Exhibit 1.9

21. The Changing Organization
Exhibit 1.10

22. The Changing Organization: Overall Trend
From:
To:

23. Why Study Management?
You have a vested interest in understanding how organizations are managed
You will either manage or be managed 15

24. Universal Need for Management
Exhibit 1.11

25. Rewards and Challenges of Being a manager
Managing is challenging and exciting, and offers creative opportunities for meaningful and fulfilling work
Successful managers receive significant monetary rewards for their efforts

26. Rewards and Challenges of Being A Manager
Exhibit 1.12

27. Managers vs. Entrepreneurs
seek to exploit opportunities
put their own financial security at risk
accept risk
motivated by independence, opportunity to create financial gain
long-term goals
directly involved in organization’s operation
accept mistakes
custodial
rewarded for minimizing risk and avoiding failures
avoid risk
motivated by career promotions, other rewards
short-term goals
delegate tasks to others
avoid mistakes/failure