Chapter 1

CHAPTER 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS

Who Are Managers?
Manager
Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
Nonmanagerial employees
These organizational members who work directly on a job or task and have no one reporting to them.

Managerial Levels

Classifying Managers
First-line 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.

What Is Management?
Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals

Effectiveness and Efficiency in Management

What Do Managers Do?
Functional Approach / Management Functions:
Planning
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organization’s goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting the work.

Management Functions

What Do Managers Do? (cont’d)
Management Roles Approach
Henry Mitzberg classified the activities of managers into 10 management roles.
I) Interpersonal roles: involves people and other duties that are ceremonial or symbolic in nature.
Figurehead
Leader
Liaison

II) Informational roles ( Managing by information): Involve collecting, receiving and disseminating information.
Monitor
Disseminator
Spokesperson
III) Decisional roles: Resolve around making choices – “Managing action”
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

What Do Managers Do? (cont’d)
Skills Approach/ Management Skills
Robert L. Katz mentioned 3 essential skills managers need.
Technical skills
Job – specific knowledge and techniques needed to proficiently perform specific task
Human skills
The ability to work well with other people individually and in a group
Conceptual skills
The ability to think and conceptualize about abstract and complex situations concerning the organization

Skills Needed at Different Management Levels

How The Manager’s Job Is Changing
Changes impacting manager’s job:
1) Changing technology
2) Increased security threats
3) Increased emphasis on Organizational and Managerial Ethics
4) Increased Competitiveness

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.

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
Many of today’s organizations are more open, flexible and responsive to changes than organizations once were.

Characteristics of Organizations

Why Study Management?
The Value of Studying Management
(1) The universality of management
The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.
Good management is needed in all organizations.

Universal Need for Management

Why Study Management? (cont.)
The Value of Studying Management
(2) The reality of work
Employees either manage or are managed.
(3) 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.

Challenges of being a manager
1) Have to deal with a variety of personalities
2) Work with limited resources
3) Motivate workers in chaotic and uncertain situations.
4) Blend knowledge, skills, ambitions and experiences of a diverse work group.
5) Success depends on others’ work performance.

Rewards of being a manager
1) Have opportunity to think creatively and use imagination.
2) Help others find meaning and fulfillment in work.
3) Meeting and working with a variety of people.
4) Receive recognition and status in the organization and community.
5) Receive appropriate compensation in form of salaries and bonuses.
6) Play a role in influencing organizational outcomes.

Chapter 1

by Anirudh Mangipudi on Mar 25, 2010

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