The document provides an overview of management principles, defining management as the coordination of group activities to achieve objectives. It outlines different managerial levels (first-line, middle, and top managers) and emphasizes key functions such as planning, organizing, leading, and controlling. Additionally, it discusses Mintzberg's management roles, including interpersonal, informational, and decisional roles that managers embody to ensure organizational effectiveness.

1. Introduction to Management and Organizations

2. Management is to supervise and coordinate the activities of a group in order to design and maintain an environment in which individuals of a group can accomplish their pre selected objectives.

3. Manager Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals

5. 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

6. Goal Attainment Effectiveness Resource Usage Management Strives for: Low Resource Waste (high efficiency) High Goal Attainment (high effectiveness) Efficiency Low Waste High Attainment

7. An Organization Defined A deliberate arrangement of people to accomplish some specific purpose Common Characteristics of Organizations Have a distinct purpose (goal) Are composed of people Have a deliberate structure

9. Functional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities Organizing Arranging work to accomplish organizational goals Leading Working with and through people to accomplish goals Controlling Monitoring, comparing, and correcting the work

10. Planning Defining goals, establishing strategy, and developing subplans to coordinate activities Lead to Organizing Determining what needs to be done, how it will be done, and who is to do it Leading Directing and motivating all involved parties and resolving conflicts Controlling Monitoring activities to ensure that they are accomplished as planned Achieving the organization ’ s stated purpose

11. Skills Approach 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

13. Mintzberg’s Management Roles Approach Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator

14. Figurehead Leader Liaison Quality to mix with people Managers motivate and encourage workers to accomplish objectives Managers deal with people outside their units 4.1 Interpersonal Roles

15. 4.2 Informational Roles Monitor Disseminator Spokesperson Managers scan their environment for information Managers share information with others in their company Managers share information with others outside their departments or companies

16. Entrepreneur Disturbance Handler Resource Allocator Negotiator 4.3 Managers adapt to incremental change Managers respond to problems that demand immediate action Managers decide who gets what resources Responsible for representing the Organization at major negotiations. Decisional Roles

17. Pursuit of opportunities Innovation in products, services, or business methods Desire for continual growth of the organization