1. Chapter 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
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2. 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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3. 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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4. Organizational Levels
Non-managerial Employees
Top
Managers
Middle
First-line
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5. 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
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6. 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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7. 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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8. 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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9. 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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10. 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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11. 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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12. EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
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13. 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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14. 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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15. 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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16. 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
stresses that there are no simplistic or universal rules
contingency variable
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17. EXHIBIT 1.8: POPULAR CONTINGENCY VARIABLES
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18. 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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19. EXHIBIT 1.10: THE CHANGING ORGANIZATION
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20. 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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21. EXHIBIT 1.11: UNIVERSAL NEED FOR MANAGEMENT
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22. 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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23. Why Study Management? (cont.)
Rewards of Being a Manager
create an environment that allows others to do their best work
provide opportunities to think creatively
help others find meaning and fulfillment
meet and work with a variety of people
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