This chapter provides an overview of management and organizations. It defines management as coordinating work activities to achieve organizational goals efficiently and effectively. Managers perform key functions like planning, organizing, leading, and controlling. They take on roles that are interpersonal, informational, and decisional. Strong management skills include technical abilities, managing people, and conceptual thinking. Organizations are systems that take various inputs and transform them to produce outputs. The chapter examines management topics like levels of managers, efficiency vs effectiveness, and managing in different situations. It explains why studying management is universally important for work and provides both challenges and rewards for managers.

1. Chapter 1
Introduction to
Management
& Organizations
Barota Chakraborty
Lecturer
Department of Marketing
Jahangirnagar University
Principles of
Management

2. Chapter Outline
The chapter examines the following topics:
• Who Are Managers?
- Managerial Titles
• What Is Management?
- Efficiency and Effectiveness in Management
• What Do Managers Do?
- Management Functions and Process
- Management Roles
- Management Skills
- Managing Systems
- Managing in Different and Changing
Situations

3. Chapter Outline (Cont.)
The chapter examines the following topics:
• What Is An Organization?
• Why Study Management?
- Universality of Management
- The Reality of Work
- Challenges of Being a Manager
- Rewards of Being a Manager

4. Who Are Managers?
Managers:
– someone who works with and through other people
by coordinating their work activities in order to
accomplish organizational goals.
– changing nature of organizations and work has
blurred the clear lines of distinction between
managers and non-managerial employees.

5. Managerial Titles:
 First-line managers - manage the work of non-
managerial individuals who are directly involved with
the production or creation of the organization’s
products
 Middle managers - all managers between the first-line
level and the top level of the organization manage the
first-line managers
 Top managers - responsible for making organization-
wide decisions and establishing the plans and goals
that affect the entire organization
1-5
Who Are Managers? (Cont.)

6. Figure: Managers at Organizational Levels
Non-managerial Employees
Top
Managers
Middle
Managers
First-line
Managers
1-6

7. Management:
–the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people.
Elements of Definition:
 Process - represents ongoing functions or
primary activities engaged in by managers
 Coordinating - distinguishes a managerial
position from a non-managerial one
1-7
What is Management?

8.  Efficiency - getting the most output from the
least amount of inputs
–“doing things right”
–concerned with means
 Effectiveness - completing activities so that
organizational goals are attained
– “doing the right things”
– concerned with ends
1-8
What is Management? (Cont.)

9. 1-9
What is Management? (Cont.)
EFFICIENTLY
Using resources wisely and
in a cost-effective way
EFFECTIVELY
Making the right decisions and
successfully implementing them
And

10. Figure: Efficiency and Effectiveness in Management
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
Resource
Usage
Efficiency (Means)
Goal
Attainment
Effectiveness (Ends)
Low Waste High Attainment
1-10

11. Figure: Management Functions & Process
1-11
Organizing
Determining how
best to group
activities and
resources
Controlling
Monitoring
and correcting
ongoing activities
to facilitate goal
attainment
Planning and
Decision Making
Setting the organiza-
tion ’s goals and
deciding how best
to achieve them
Leading
Motivating members
of the organization
to work in the best
interests of the
organization

12. What Do Managers Do?
Management Functions and Process:
– most useful conceptualization of the manager’s job
 Planning - defining goals, establishing strategies for
achieving those goals, and developing plans to integrate
and coordinate activities
 Organizing - determining what tasks are to be done,
who is to do them, how the tasks are to be grouped,
who reports to whom, and where decisions are made
 Leading - directing and motivating all involved parties
and dealing with employee behavior issues
 Controlling - monitoring activities to ensure that they
are going as planned
1-12

13. Management Functions and Process (cont.):
 Management Process
- set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
- managerial activities are usually done in a
continuous manner
1-13
What Do Managers Do? (Cont.)

14. Management Roles :
specific categories of managerial behavior
 Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
 Informational - receiving, collecting, and
disseminating information
 Decisional - revolve around making choices
- emphasis that managers give to the various
roles seems to change with their
organizational level
1-14
What Do Managers Do? (Cont.)

15. Management Roles :
specific categories of managerial behavior
 Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
 Informational - receiving, collecting, and
disseminating information
 Decisional - revolve around making choices
- emphasis that managers give to the various
roles seems to change with their
organizational level
1-15
What Do Managers Do? (Cont.)

16. Management Skills:
 Technical - knowledge of and proficiency in a certain
specialized field
 Human - ability to work well with other people both
individually and in a group
 Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
1-16
What Do Managers Do? (Cont.)

17. Figure: Skills Needed At Different Management Levels
1-17
Level of Importance
Conceptual
Skills
Human
Skills
Technical
Skills
Top
Management
Human Skills
Middle
Management
Human Skills
Lower-Level
Management

18. What Do Managers Do? (cont.)
Managing Systems:
 System - a set of interrelated and interdependent parts
arranged in a manner that produces a unified whole
• provides a more general and broader picture of
what managers do than the other perspectives
provide
 Closed system - not influenced by and do not interact
with their environment
1-18

19. What Do Managers Do? (cont.)
Managing Systems:
 Open system - dramatically interact with their
environment
• organizations - take in inputs from their
environments
– transform or process inputs into outputs
– outputs are distributed into the environment
1-19

20. The Organization As An Open System
System
Transformation
Employee’s work
activities
Management
activities
Technology and
operations methods
Outputs
Inputs
Raw materials
Human resources
Capital
Technology
Information
Products and services
Financial results
Information
Human results
Environment
Environment
Feedback
1-20

21. What Do Managers Do? (cont.)
Managing Systems (cont.)
– Managers must
• coordinate various work activities
• ensure that interdependent parts work
together
• recognize and understand the impact of
various external factors
– decisions and actions taken in one
organizational area will affect other areas and
vice versa
1-21

22. What Do Managers Do? (cont.)
Managing in Different and Changing Situations:
– require managers to use different approaches and
techniques
– Contingency perspective - different ways of
managing are required in different organizations
and different circumstances
• stresses that there are no simplistic or universal
rules
• contingency variable
1-22

23. Figure: Popular Contingency Variables
1-23

24. What Is An Organization?
Organization:
– a deliberate arrangement of people to accomplish
some specific purpose
Elements of Definition:
–each organization has a distinct purpose
–each organization is composed of people
–all organizations develop some deliberate
structure
– today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes 1-24

25. Figure: The Changing Organization
1-25

26. Why Study Management?
Universality of Management:
– management is needed
• in all types and sizes of organizations
• at all organizational levels
• in all work areas
– management functions must be performed in all
organizations
• consequently, have vested interest in
improving management
1-26

27. Figure: Universal Need For Management
1-27

28. Why Study Management? (cont.)
 The Reality of Work:
– most people have some managerial
responsibilities
– most people work for a manager
 Challenges of Being a Manager:
- being a manager is hard work
- must deal with a variety of personalities
- must motivate workers in the face of
uncertainty
1-28

29. Why Study Management? (cont.)
 Rewards of Being a Manager:
– create an environment that allows others to do
their best work
– provide opportunities to think creatively
– help others find meaning and fulfillment
– meet and work with a variety of people
1-29

30. Thank You