This document discusses managers and management. It defines a manager as someone who coordinates and oversees the work of other people to accomplish organizational goals. It describes the different levels of managers from first-line to top managers. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing involves determining how work will be done, leading involves motivating employees, and controlling involves monitoring work. Managers need skills in technical areas, dealing with people, conceptual thinking, and politics. The document also discusses the importance of customers, innovation, and sustainability for organizations.

1. 1
Chapter
Managers
and
Management

2. Why Study Management?
Diagram: Universal Need for Management

3. Why are Managers Important?
b Organizations need their managerial skills and
abilities more than ever in these uncertain, complex,
and chaotic times.
b Managerial skills and abilities are critical in getting things done.
b The quality of the employee/supervisor relationship is the most
important variable in productivity and loyalty.

4. Who Are Managers?
b Manager
b Someone who coordinates
and oversees the work
of other people so that
organizational goals can be
accomplished.

5. How Are Managers Different
from Nonmanagerial Employees?
b Nonmanagerial Employees
People who work directly on a job or task and
have no responsibility for overseeing the
work of others.
Examples, associates, team members
b Managers
Individuals in organizations who direct the
activities of others.

6. Classifying Managers
b First-line Managers - Individuals who manage the
work of non-managerial employees.
b Middle Managers - Individuals who manage the
work of first-line managers.
b Top Managers - Individuals who are responsible for
making organization-wide decisions and
establishing plans and goals that affect the entire
organization.

7. Exhibit: Levels of Management

8. Where Do Managers Work?
Organization
A deliberate arrangement of people brought
together to accomplish a specific purpose
(that individuals independently could not accomplish
alone).

9. Common Characteristics
of Organizations
Have A Distinct
Purpose
Are Composed Of
People
Have A Deliberate
Structure

10. What Is Management?
• Management
• The process of getting things done effectively and
efficiently, with and through people
• Effectiveness
• “Doing the right things”
• doing those tasks that help an organization reach its goals
• Efficiency
• “Doing things right”
• Getting the most output for the least inputs

11. Diagram: Efficiency and Effectiveness in Management

12. Management Functions
lanning - Defining goals, establishing strategies to
achieve goals, and developing plans to integrate and coordinate
activities.
rganizing - Arranging and structuring work to
accomplish organizational goals.
eading - Working with and through people to
accomplish goals.
ontrolling - Monitoring, comparing, and correcting
work.
P
O
L
C

13. Planning Organizing Leading Controlling
Defining goals,
establishing
strategy, and
developing plans
to coordinate
activities
Determining
what needs to be
done, how it will
be done, and
who is to do it
Motivating,
leading and any
other actions
involved in
dealing with
people
Monitoring
activities to
ensure that they
are accomplished
as planned
Achieving the
organization’s
stated purposes
Lead to
Diagram: Four Functions of Management

14. Diagram: management activities by organizational level

15. Management Roles
Roles are specific actions or behaviors expected of a
manager.
Henry Mintzberg observed that a manager’s job can be
described by ten roles performed by managers in three general
categories
interpersonal relationships
the transfer of information
decision making.

16.  Interpersonal roles
 Figurehead
 Leader
 Liaison
Informational roles
 Monitor
 Disseminator
 Spokesperson
Decisional roles
 Entrepreneur
 Disturbance handler
 Resource allocator
 negotiator
Mintzberg’s Managerial Roles

17. Skills Managers Need
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
Political Skills
Used to build a power base and establish connections

18. The Importance Of Customers
The reason that organizations exist
Employee attitudes and behaviors play a big part in
customer satisfaction
Managers must create a customer responsiveness where
employees are friendly, knowledgeable, responsive to customer
needs

19. The Importance Of Innovation
“Nothing is more risky than
not innovating”
Doing things differently,
exploring new territory, and
taking risks.
Managers should encourage
employees to be aware of and
act on opportunities for
innovation.

20. The Importance of Sustainability
Sustainability -
a company’s ability to
achieve its business goals and
increase long-term
shareholder value by
integrating economic,
environmental, and social
opportunities into its business
strategies.

21. Shifting organizational boundaries
Virtual workplaces
More mobile workforce
Flexible work arrangements
Empowered employees
Work life-personal life balance
Redefined values
Rebuilding trust
Increased accountability
Customer service
Innovation
Globalization
Efficiency/productivity
Risk management
Uncertainty over the future energy sources/prices
Restructured workplace
Discrimination concerns
Globalization concerns
Employee assistance
Uncertainty over economic climate
Changes Facing Managers

22. TUTORIAL

23. 1. An individual who works with and through other people by
coordinating their work activities in order to accomplish
organizational goals is ________.
A) an assembly line worker
B) a laborer
C) a manager
D) a salesperson
Answer: C

24. 2. ________ have titles such as executive vice president,
chief operating officer, and chief executive officer.
A) Team leaders
B) Middle managers
C) First-line managers
D) Top managers
Answer: D

25. 3. Whereas ________ is concerned with the means of getting
things done, ________ is concerned with the ends, or attainment
of organizational goals.
A) effectiveness; efficiency
B) efficiency; effectiveness
C) effectiveness; effability
D) efficiency; experience
Answer: B

26. 4. Today, the basic management functions have been condensed
to ________.
A) planning, organizing, commanding, and coordinating
B) planning, organizing, coordinating, and controlling
C) planning, organizing, commanding, and controlling
D) planning, organizing, leading, and controlling
Answer: D

27. 5. The process of monitoring, comparing, and correcting is called
________.
A) controlling
B) planning
C) leading
D) organizing
Answer: A

28. 6. The ________ roles involve collecting, receiving, and
disseminating information, according to Mintzberg's managerial roles.
A) interpersonal
B) informational
C) technical
D) decisional
Answer: B

29. 7. Which of the following is an example of a decisional role
according to Mintzberg?
A) monitor
B) entrepreneur
C) figurehead
D) disseminator
Answer B