1. Management and Organization
Chapter 1
Management and Organization

2. Why Study Management? The Universality of Management:
management is needed in all organizations
The Reality of Work
Once you begin your career, you will either manage or be managed.

3. Why Are Managers Important?
Managers can handle uncertain, complex, and chaotic times
They’re critical to getting things done
Managers do matter to organizations!
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4. Who Are Managers and Where Do They Work?
A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
Levels of Management

5. Classification of Managers
First-line Managers:
Manage the work of non-managerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers.
Have titles like supervisors or even shift managers, department managers in stores, or office managers, In BD the site manager of a construction site

6. Classification of Managers
Middle managers
Manage the work of first-line managers and can be found between the lowest and top levels of the organization.
Have titles like regional manager, project leader, store manager, or division manager

7. Classification of Managers
Top managers
They are responsible for making organization- wide decisions and establishing the plans and goals that affect the entire organization.
Typically have titles such as executive vice president, president, managing director, chief operating officer, or chief executive officer.

8. Functions of Managers:
Planning:
Set goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities
Organizing:
Arrange and structure work to accomplish the organization’s goals.

9. Functions of Managers:
Leading:
Motivate subordinates, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues
Controlling:
Monitor and evaluate performance of the subordinates

10. Functions of Managers:

11. Mintzberg’s Managerial Roles
The term managerial roles refers to specific actions or behaviors expected of and exhibited by a manager.
The interpersonal roles are ones that involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include figurehead, leader, and liaison.
The informational roles involve collecting, receiving, and disseminating information. The three informational roles include monitor, disseminator, and spokesperson.
The decisional roles entail making decisions or choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator

12. Mintzberg’s Managerial Roles

13. Management Skills
Technical skills are the job-specific knowledge and techniques needed to proficiently perform work tasks. These skills tend to be more important for first-line managers
Human skills, which involve the ability to work well with other people both individually and in a group. These skills are equally important to all levels of management
Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. These skills are most important to top managers

14. Rewards and Challenges of a Manager