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.
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
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.
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
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.
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.
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.
