This document provides an introduction to management and organizations. It defines key management terms like managers, levels of managers, and functions of management. It describes what managers do, including their functions of planning, organizing, leading, and controlling. It also outlines management roles and skills. The document notes how the manager's job is changing with a focus on customers and innovation. It concludes with defining organizations and discussing why studying management is important.

1. 1–1
Introduction to ManagementIntroduction to Management
and Organizationsand Organizations

2. 1–2
Learning OutcomesLearning Outcomes
Who are managers
Classification of Managers
Levels of managers
What is Management
Effectiveness and Efficiency in Management
What mangers do
Functions,
Roles
Skills,

3. 1–3
Who Are Managers?Who Are Managers?
• ManagerManager
 Someone who coordinates and oversees the work of otherSomeone who coordinates and oversees the work of other
people so that organizational goals can be accomplished.people so that organizational goals can be accomplished.
Classifying ManagersClassifying Managers
• First-line ManagersFirst-line Managers
 Individuals who manage the work of non-managerialIndividuals who manage the work of non-managerial
employees.employees.
• Middle ManagersMiddle Managers
 Individuals who manage the work of first-line managers.Individuals who manage the work of first-line managers.
• Top ManagersTop Managers
 Individuals who are responsible for making organization-wideIndividuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entiredecisions and establishing plans and goals that affect the entire
organization.organization.

4. 1–4
What Is Management?What Is Management?
•Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.
•Managerial ConcernsManagerial Concerns
 EfficiencyEfficiency
 ““Doing things right”Doing things right”
– Getting the most output for the least inputsGetting the most output for the least inputs
 EffectivenessEffectiveness
 ““Doing the right things”Doing the right things”
– Attaining organizational goalsAttaining organizational goals

5. 1–5
What Managers Do?What Managers Do?
• Three Approaches to Defining What Managers Do.Three Approaches to Defining What Managers Do.
 Functions they perform.Functions they perform.
 Roles they play.Roles they play.
 Skills they need.Skills they need.
• Functions Manager’s PerformFunctions Manager’s Perform
 PlanningPlanning
 Defining goals, establishing strategies to achieve goals, developingDefining goals, establishing strategies to achieve goals, developing
plans to integrate and coordinate activities.plans to integrate and coordinate activities.
 OrganizingOrganizing
 Arranging and structuring work to accomplish organizational goals.Arranging and structuring work to accomplish organizational goals.
 LeadingLeading
 Working with and through people to accomplish goals.Working with and through people to accomplish goals.
 ControllingControlling
 Monitoring, comparing, and correcting work.Monitoring, comparing, and correcting work.

6. 1–6
What Managers Do?What Managers Do?
•Roles Manager’s PlayRoles Manager’s Play
Roles are specific actions or behaviors expected of a
manager.
Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of information,
and decision making.
•Management Roles (Mintzberg)Management Roles (Mintzberg)
 Interpersonal rolesInterpersonal roles
 Figurehead, leader, liaison (Connection)Figurehead, leader, liaison (Connection)
 Informational rolesInformational roles
 Monitor, disseminator, spokespersonMonitor, disseminator, spokesperson
 Decisional rolesDecisional roles
 Entrepreneur, disturbance handler, resource allocator, negotiatorEntrepreneur, disturbance handler, resource allocator, negotiator

8. 1–8
What Managers Do (Mintzberg)What Managers Do (Mintzberg)
•ActionsActions
 thoughtful thinkingthoughtful thinking
 practical doingpractical doing

9. 1–9
What Managers Do?What Managers Do?
•Skills Managers NeedSkills Managers Need
 Technical skillsTechnical skills
 Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field
 Human skillsHuman skills
 The ability to work well with other peopleThe ability to work well with other people
 Conceptual skillsConceptual skills
 The ability to think and conceptualize about abstract andThe ability to think and conceptualize about abstract and
complex situations concerning the organizationcomplex situations concerning the organization

10. 1–10
How The Manager’s Job IsHow The Manager’s Job Is
ChangingChanging
•The Increasing Importance of CustomersThe Increasing Importance of Customers
 Customers: the reason that organizations existCustomers: the reason that organizations exist
 Managing customer relationships is the responsibility of allManaging customer relationships is the responsibility of all
managers and employees.managers and employees.
 Consistent high quality customer service is essential forConsistent high quality customer service is essential for
survival.survival.
•InnovationInnovation
 Doing things differently, exploring new territory, andDoing things differently, exploring new territory, and
taking riskstaking risks
 Managers should encourage employees to be aware of andManagers should encourage employees to be aware of and
act on opportunities for innovation.act on opportunities for innovation.

11. 1–11
Exhibit 1–8Exhibit 1–8
ChangesChanges
Affecting aAffecting a
Manager’s JobManager’s Job

12. 1–12
What Is An Organization?What Is An Organization?
•An Organization DefinedAn Organization Defined
 A deliberate arrangement of people to accomplishA deliberate arrangement of people to accomplish
some specific purpose (that individualssome specific purpose (that individuals
independently could not accomplish alone).independently could not accomplish alone).
•Common Characteristics of OrganizationsCommon Characteristics of Organizations
 Have a distinct purpose (goal)Have a distinct purpose (goal)
 Composed of peopleComposed of people
 Have a deliberate structureHave a deliberate structure

13. 1–13
Why Study Management?Why Study Management?
•The Value of Studying ManagementThe Value of Studying Management
 The universality of managementThe universality of management
 Good management is needed in all organizations.Good management is needed in all organizations.
 The reality of workThe reality of work
 Employees either manage or are managed.Employees either manage or are managed.
 Rewards and challenges of being a managerRewards and challenges of being a manager
 Management offers challenging, exciting and creativeManagement offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewardsSuccessful managers receive significant monetary rewards
for their efforts.for their efforts.

14. 1–14
Exhibit 1–10 Universal Need for ManagementExhibit 1–10 Universal Need for Management

15. 1–15
Exhibit 1–11 Rewards and Challenges ofExhibit 1–11 Rewards and Challenges of
Being A ManagerBeing A Manager