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2. L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
Explain how manager differ from non-managerial employees.
Discuss how to classify managers in organizations.
What Is Management?
Define management.
Contrast efficiency and effectiveness.
Explain why efficiency and effectiveness are important to management.
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3. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.
What Do Managers Do?
Describe the four functions of management.
Explain Mintzberg’s managerial roles.
Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.
Discuss the changes that are impacting managers’ jobs.
Explain why customer service and innovation are important to the manager’s job.
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4. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.
What Is An Organization?
Describe the characteristics of an organization.
Explain how the concept of an organization is changing.
Why Study Management?
Explain the universality of management concept.
Discuss why an understanding of management is important even if you don’t plan to be a manager.
Describe the rewards and challenges of being a manager.
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5. 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.
. However, keep in mind that managers may have other work duties not related to integrating the work of others. E.g, manager may sign agreements, negotiate with others, monitor and design strategies.
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6. Classifying Managers First-line Managers Middle Managers Top Managers
Are at the lowest level of management and manage the work of non-managerial employees.
Middle Managers
Manage the work of first-line managers.
Top Managers
Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
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7. Managerial Levels
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Exhibit 1.1

8. What Is Management? Managerial Concerns Efficiency
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals
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9. Effectiveness and Efficiency in Management
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Exhibit 1.2

10. What Do Managers Do? Functional Approach Planning Organizing Leading
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Organizing
Arranging work to accomplish organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting the work.
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11. Management Functions
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Exhibit 1.3

12. Management Functions and Processes
.Henri Fayol, a French industrialist from the early part of the 1900s, proposed that managers perform five management functions: POCCC (plan, organize, command, coordinate, control).
Developed by Prof. Dr. Majed El-Farra

13. Research Write a research between 5-10 pages about:
organizing. Try to visit an organization to investigate the aspects of organizational structure they have.
You may consider: job titles, relationship, communication, levels of hierarchy …
Should be done within 2 months.
30/07/1438
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14. What Do Managers Do? (cont’d)
Management Roles Approach
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Disturbance handler, resource allocator, negotiator
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15. What Do Managers Do? (cont’d)
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
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16. Skills Needed at Different Management Levels
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Exhibit 1.5

17. Conceptual Skills Using information to solve business problems
Identifying opportunities for innovation
Recognizing problem areas and implementing solutions
Selecting critical information from masses of data
Understanding of business uses of technology
Understanding of organization’s business model
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( October 30, 2002.
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Exhibit 1.6a

18. Communication Skills Ability to transform ideas into words and actions
Credibility among colleagues, peers, and subordinates
Listening and asking questions
Presentation skills; spoken format
Presentation skills; written and/or graphic formats
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( October 30, 2002.
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Exhibit 1.6b

19. Effectiveness Skills
Contributing to corporate mission/departmental objectives
Customer focus
Multitasking: working at multiple tasks in parallel
Negotiating skills
Project management
Reviewing operations and implementing improvements
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( October 30, 2002.
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Exhibit 1.6c

20. Effectiveness Skills (cont’d)
Setting and maintaining performance standards internally and externally
Setting priorities for attention and activity
Time management
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( October 30, 2002.
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Exhibit 1.6c

21. Interpersonal Skills Coaching and mentoring skills
Diversity skills: working with diverse people and cultures
Networking within the organization
Networking outside the organization
Working in teams; cooperation and commitment
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( October 30, 2002.
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Exhibit 1.6d

22. Management Skills and Management Function Matrix
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Exhibit 1.7

23. 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.
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24. Changes Impacting the Manager’s Job
Exhibit 1.8
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25. What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
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26. Characteristics of Organizations
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Exhibit 1.9

27. Why Organizations are changing?
Organizations are changing because the world around them has changed and is continuing to change.
These societal, economic, global, and technological changes have created an environment in which successful organizations must embrace new ways of getting their work done.
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28. The Changing Organization
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Exhibit 1.10

29. Why Study Management? The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards for their efforts.
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30. Universal Need for Management
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Exhibit 1.11

31. Rewards and Challenges of Being A Manager
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Exhibit 1.12

32. WORKING TOGETHER—Team-Based Exercise
 Develop a list of characteristics that make individuals good managers. Then for each characteristic, the students are to identify which management function it falls under.
Developed by Prof. Dr. Majed El-Farra

33. Review
Is your college instructor a manager? Discuss in terms managerial functions, managerial roles, and skills.
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34. Review
“The manager’s most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes.” What’s your interpretation of this statement? Do you agree with this statement? Why or why not?
The statement means that a manager’s job or responsibility is to coordinate and/or focus subordinates’ energies toward performance outcomes that will result in the achievement of organizational goals.
By definition, management, yes, most managers and management scholars would agree with this statement. Coordinating others’ work activities is what distinguishes a manager’s job from a non-managerial one.
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35. Review
Why do you think skills of job candidates have become so important to employers? What are the implications for (a) managers, in general, and (b) you, personally?
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36. Review
In today’s environment, which is more important to organizations— efficiency or effectiveness? Explain your choice.
Both are integral to effective management. Management refers to the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people.
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