This document provides an introduction to management and organizations. It defines what managers do, which includes coordinating work, overseeing employees, and establishing goals. Managers are classified into three levels: first-line managers oversee employees, middle managers oversee other managers, and top managers make organization-wide decisions. The functions of management are planning, organizing, leading, and controlling. Studying management is valuable because management skills are needed universally, both managers and employees need management skills, and management careers can be rewarding but also challenging.

1. CHAPTER 1
INTRODUCTION TO
MANAGEMENT AND
ORGANIZATIONS

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