Your SlideShare is downloading. ×
Chapter 1
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Chapter 1


Published on

1 Like
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 2. 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.
  • 3. Managerial Levels
  • 4. 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.
  • 5. 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
  • 6. Effectiveness and Efficiency in Management
  • 7. 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.
  • 8. Management Functions
  • 9. 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
  • 10.
      • 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
  • 11. 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
  • 12. Skills Needed at Different Management Levels
  • 13. 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
  • 14. 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.
  • 15. 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.
  • 16. Characteristics of Organizations
  • 17. 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.
  • 18. Universal Need for Management
  • 19. 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.
  • 20. 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.
  • 21. 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.