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Section One
Chapter One: Introduction to management
Q1: Who is the manager?
Is the person who coordinates and oversees the work of other people in the
organization to accomplish the organizational goals?
Mark (true) or (false)
1. Manager’s job is not about personal achievement, it’s abouthelping others
to do their work.(true)
2. Non managerial employees thoseorganizational members who worked
directly on a job or task and had no one reporting to them.(true)
Question:what distinguishesmanagerial positionsfrom non-managerial positions?
Answer: - define non managerial employees
 Q2: What are the different managerial levels? Writeshort notes about
each level?
Top managers:-
managers at or near the upper levels of the organization structurewho are
responsiblefor making organization –wide decisions and establishing the plans and
goals that affect the entire organization.
These individuals typically have titles such as executive vice president,
president, managing director
• Middle managers :-
Managers between the firstlevel and the top level of the organization who manage
the work of the first –line managers.
 Managers may have titles such as regional manager, project leader, plant
manager.

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• First- line managers :-
The lowest level of management, manage the work of nonmanagerial who
employees typically are involved with producing the organization’s products or
servicing the organization’s customers.
 First–line managers often have the title of supervisor butthey may also be
called department managers, officemanagers or even foreperson.
Mark (true) or (false)
1. First–line managers are the highestlevel of management (false )
Correction: - first –line managers are the lowest level of management.
2. Middle managers managethe work of the first-linemanagers (true)
3. All organization get work done by using pyramid structure(false)
Top
managers
Middle
managers
First-line managers
Non managerial employees

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What is management?
Management: - coordinating and overseeing the work activities of others so that
their activities are completed efficiently and effectively.
Note: - we already know that coordinating and overseeing the work of others is
what distinguishes a managerial position fromnonmanagerial one.
What does efficiency refer to?
Itrefers to getting the mostoutput fromthe least amount of inputs.
Because managers deal with scarceinputs –including resourcesuch as people,
money and equipment – they are concerned with the efficient use of those
resources.
Efficiency is often referred to as “doing things right“that is, not wasting
resources.
What does effectivenessrefers to?
Itrefers to completing activities so that organizationalgoals are attained.
Effectiveness is often described as “doing the right things “that is, doing those
work activities that will help the organization reach its goals.
Explainwhy efficiency andeffectiveness are important tomanagement?
Efficiency(means) Effectiveness(ends)
Lowwaste Highattainment

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• Whereas efficiency is concerned with the means of getting things done,
effectiveness is concerned with the ends or attainment of organizational goals.
• Management is concerned, then not only with getting activities completed and
meeting organizationalgoals (effectiveness) but also with doing so as efficiently as
possible.
• In successfulorganizations,high efficiency and high effectiveness typically go
hand in hand.
• Poor management is most often due to both inefficiency and ineffectiveness or to
effectiveness achieved through inefficiency.
Mark (true) or (false)
1. Management activities should be completed in an efficient and effective
way (true )
2. Management is what managers do (true )
3. Management strive for high resources wasteand low goal attainment
(false)
Correction: - management strivefor low resources wasteand high goal
attainment
4. Efficiency refers to getting the most input fromthe least amount of output
(false)
Correction: - efficiency refers to getting the mostoutput fromthe least
amount of input.
5. Managers deal with scarceinputs (true )
6. Efficiency means doing things right (true )
7. Effectiveness means doing the right things (true )
8. No two managers are alike and no two organization are alike (true )
9. Efficiency and effectiveness go hand in hand with high performance(true)
10.Managers activities include reflection and action (true )
11.Reflection means thoughtfulthinking (true )
12.Action means practical doing (true)

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Mark (true) or (false)
1. Managers are responsiblefor planning only (false )
Correction: - managers performfour activities as they efficiently &
effectively coordinate the work of others.
2. Actual performancemust be compared with the previously setgoals (true )

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Management roles refer tospecific managerial behavior, explain.
A role is a set of expectations for amanager’s behavior.
These roles are dividedintothree conceptual categories
Firstly interpersonal roles :- areroles that involves people (subordinates and
persons outsidethe organization) and other duties that are ceremonial and
symbolic in nature.
The three interpersonal roles are:
 Figurehead: symbolic head; obliged to performa number of a legal or
social nature.
 Leader: responsiblefor the motivation of subordinates, responsiblefor
staffing, training & associated duties.
 Liaison: Maintains self-developed network of outside contacts and
informers who providefavors and information.
Secondly informational roles:areroles that involve collecting, receiving and
disseminating information.
The three informationalroles are :
 Monitor: seeks and receives wide Varity of internal and external
information to develop through understanding of organization and
environment.
 Disseminator: transmits information received fromoutsiders or from
subordinates to members of the organization.
 Spokesperson: transmits information received fromoutsiders on
organization’s plans, policies, actions, results, etc.
Thirdly decisional roles: areroles that entail making decisions or choices.
The four decisional roles are:
 Entrepreneur: Searches organization and its environmentfor opportunities
and initiates “improvementprojects” to bring about changes.

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 Disturbance handler: responsiblefor correctiveaction when organization
faces important, unexpected disturbances.
 Resource allocator: responsiblefor the allocation of organizational
resources of all kinds, making or approving all significant organizational
decisions.
 Negotiator: responsiblefor representing the organization at major
negotiations.
Mark (true) or (false)
1. Managerial roles refer to specific managerial behavior (true )
2. Interpersonal roles are roles that involve subordinates and persons
outside the organization(true)
3. Informationalroles are roles that involve collecting, receiving and
disseminating information(true)
4. Decisional roles are roles that entail making decisions or choices.
5. All managerial roles interacting with other inside and outside
organization (true )
6. Both function and roles describe whatmanagers do (true).

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Q: Managers needcertainskills toperformthe duties andactivities tobe a
manager, explain.
Managers needed three essential skills.
Technical skills: -arethe job –specific knowledge and techniques needed to
proficiently performspecific tasks.
 These skills tend to be more important for lower-level managers because
they typically are managing employees who are using tools &techniques to
producethe organization’s productor serviceto the organization’s
customers.
Human skills: - the ability to work well with other people individually and in a
group.
 Because managers deal directly with people, these skills are essential
&equally important at all levels of management.
 Managers with good human skills are able to get the best out of their
people, they know how to communicate, motivate, lead and inspire
enthusiasm&trust.
Conceptual skills:- the ability to think and to conceptualize about abstractand
complex situations.
Top
managers
Middle
managers
First-line managers
Non managerialemployees

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 These skills tend to be more important for higher-level managers
Mark (true) or (false)
1. Technical skills are moreimportant for top management levels (false)
Correction: - Technical skills are more important for first-line managers.
2. Human skills is the ability to work with individuals and in a group (true)
3. Human skills areequally importantat all management levels (true )
4. Conceptual skills are important at the top management levels (true)
5. Employees mustupgradetheir skills and take on extra work outsidetheir own
specific job area (true).
6. Technical skills are moreimportant for lower-levelmanagers (give reason)
Answer: - because they are managing employees who are using tools and
techniques to produceorganization’s products or services to the
organization’s customers.
What is an organization?
A deliberate arrangementof people to accomplish some specific purpose.
Describe the characteristic of anorganization.
Firstly: - Each organization has a distinct purpose
This purposeis typically expressed in terms of a goal or set of goals that the
organization hopes to accomplish.
Secondly:- each organization is composed of people
One person working aloneis not an organization, &it takes people to performthe
work that’s necessary for the organization to achieve its goals.
Thirdly: - All organizations develop some deliberate structureso that their
members can do their work
That structuremay be open and flexible, with no clear job duties or may be more
traditional, with clearly defined rules, regulations and job descriptions and some
members identified as “bosses “who haveauthority over other members.

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Mark (true) or (false)
1. Managers had to deal with changes inside and outside the organization
(true).
2. Without customers mostorganizations would cease to exist (true )
3. Organization need good managers (true )
4. The employee attitudes and behavior play an important role in customer
satisfaction (true)
5. Organizations arechanging because the world around them has
changed(true)
Q: What is the difference betweentraditional andcontemporary organization
Traditional organization contemporary organization
1. Stable Dynamic
2. Inflexible (red tape) Flexible
3. Permanent jobs Temporary jobs
4. Managers always make
decisions
Employees participate in decision
making
5. Job focused Skills focused
6. Individualoriented Team oriented
7. Rule oriented Customer oriented
Mark (true) or (false)
1. Traditional organization is dynamic and customer oriented(false)
Correction: - traditional organization is stable and rule oriented
Q: why we study management?
1. University of management – universalneed for management
 Management is needed in
 All sizes of organizations (smallor large )
 All types of organizations (profitor nonprofit)
 All organizationallevels (top or bottom)
 All organizationalareas manufacturing (marketing – H.R-accounting)

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2. Reality of work – either manage or be managed
3. Rewards and challenges of being a manager
Rewards:-
 Create a work environmentin which organizationalmembers can
work to the best of their ability
 Have opportunities to think creatively and useimagination
 Work with a variety of people
Challenges:-
 Do hard work
 Have to deal with a variety of personalities
 Often haveto make do with limited resources
 Success depends on others’ work performance.
Mark (true) or (false)
1. Management is needed in all types and sizes of organizations(true)
2. The manager is not in full control of his destiny(true)
(Give reason)
Answer
Because the manager’s success is dependentupon other’s
Work performance.

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