2. Learning Outcomes
• Tell who managers are and where they work
• Describe what managers do
• Explain why it’s important to study
management
• Describe the factors that are reshaping and
redefining management
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3. Who Are Managers?
Where Do They Work?
• Organization
– A deliberate arrangement of people brought
together to accomplish a specific purpose.
• Common Characteristics of Organizations
– Distinct purpose
– People working together
– A deliberate systematic structure
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5. How Are Managers Different from
Nonmanagerial Employees?
• 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
• Managers
– Individuals in organizations who direct the
activities of others.
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7. What Titles Do Managers Have?
• Top Managers
– Responsible for making decisions about the direction
of the organization.
– Examples; President, Chief Executive Officer, Vice-
President
• Middle Managers
– Manage the activities of other managers.
– Examples; District Manager, Division Manager
• First-line Managers
– Responsible for directing nonmanagerial employees
– Examples; Supervisor, Team Leader
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8. What Do Managers Do?
In the functions approach
proposed by French
industrialist Henri
Fayol, all managers
perform certain
activities or functions
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9. What Roles Do Managers Play?
Henry Mintzberg observed that a manager’s job can be
described by ten roles performed by managers in
three general categories
• Interpersonal Roles
– Figurehead, Leader, and Liaison
• Informational Roles
– Monitor, Disseminator and Spokesperson
• Decisional roles
– Entrepreneur, Disturbance Handler, Resource
Allocator and Negotiator
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11. What Skills Do Managers Need?
Robert Katz and others describe four critical skills in
managing
• Conceptual Skills
– Used to analyze complex situations
• Interpersonal Skills
– Used to communicate, motivate, mentor and delegate
• Technical Skills
– Based on specialized knowledge required for work
• Political Skills
– Used to build a power base and establish connections
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12. Is The Manager’s Job Universal?
The previous discussion describe management as a generic
activity. In reality, a manager’s job varies with along
several dimensions
• Level in the Organization
– Top level managers do more planning than
supervisors
• Profit vs. Nonprofit
– Management performance is measured on different
objectives
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13. Is the Manager’s Job Universal? (cont’d)
• Size of the
Organization
– Small businesses require
an emphasis in the
management role of
spokesperson
• National Borders
– These concepts work
best in English-speaking
countries and may need
to be modified in other
global environments
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16. Why Study
Management?
• All of us have a vested
interest in improving the way
organizations are managed
• Organizations that are well
managed find ways to
prosper even in challenging
economic times
• After graduation, most
students become managers or
are managed
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17. What Can Students of Management
Learn From Other Courses?
• Anthropology
– The study of social
societies which helps us
learn about humans and
their activities
• Economics
– Provides us with an
understanding of the
changing economy and
competition in a global
context
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18. What Can Students of Management
Learn From Other Courses?
• Philosophy
– Inquires into the nature
of things, particularly
values and ethics
• Political Science
– The study of behavior
and groups within a
political environment
• Psychology
– The science that seeks to
measure, explain and
sometimes change the
behavior of humans
• Sociology
– The study of people in
relationship to their
fellow human beings
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19. What Factors Are Reshaping and
Redefining Management?
Welcome to the new world of management!
Today managers must deal with
– Changing workplaces
– Ethical and trust issues
– Global economic uncertainties
– Changing technologies
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20. What Factors Are Reshaping and
Redefining Management?
• Digital Transformation:
• Impact: The digital revolution has fundamentally
changed how businesses operate, connect with
customers, and manage data.
• Management Purpose: Management now needs to
focus on leveraging digital technologies for
innovation, efficiency, and improved customer
experiences.
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21. What Factors Are Reshaping and
Redefining Management?
• Globalization:
• Impact: The interconnectedness of global markets
has increased competition and created new
opportunities and challenges.
• Management Purpose: Managers must navigate
diverse cultures, regulatory environments, and
market conditions, requiring a global mindset and
strategic adaptation.
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22. What Factors Are Reshaping and
Redefining Management?
• Emphasis on Innovation:
• Impact: Rapid technological advancements and
changing consumer expectations necessitate
continuous innovation.
• Management Purpose: Leaders need to foster a
culture of creativity and innovation, encouraging
employees to contribute ideas, experiment, and
adapt to emerging trends.
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23. What Factors Are Reshaping and
Redefining Management?
• Focus on Sustainability:
• Impact: Growing awareness of environmental and
social issues has shifted business priorities towards
sustainability and corporate social responsibility.
• Management Purpose: Management is increasingly
tasked with integrating sustainability into business
strategies, ensuring ethical practices, and
addressing environmental and social concerns.
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24. What Factors Are Reshaping and
Redefining Management?
• Shift in Workforce Dynamics:
• Impact: Changes in demographics, the rise of the
gig economy, and remote work trends are
reshaping traditional workforce structures.
• Management Purpose: Leaders must adapt to
diverse and flexible work arrangements, prioritize
employee well-being, and foster a culture of
inclusivity and collaboration.
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25. What Factors Are Reshaping and
Redefining Management?
• Ethical Leadership:
• Impact: Instances of corporate misconduct have
highlighted the importance of ethical leadership.
• Management Purpose: Leaders are expected to
demonstrate ethical behavior, promote a culture of
integrity, and make decisions that align with
societal values.
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26. What Factors Are Reshaping and
Redefining Management?
• Data-Driven Decision-Making:
• Impact: The availability of big data and advanced
analytics tools has transformed decision-making
processes.
• Management Purpose: Managers need to be
proficient in data analysis, using insights to inform
strategic decisions and enhance operational
efficiency.
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27. Why Are Customers Important to
the Manager’s Job?
• Without customers most organizations would
cease to exist
• Today we’re discovering that employee
attitudes and behaviors play a big part in
customer satisfaction
• Managers must create a customer responsive
where employees are friendly, knowledgeable,
responsive g to customer needs
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Editor's Notes
Managers work in organizations. We define organizations as A deliberate arrangement of people brought together to accomplish some are deliberate arrangements of people to accomplish a specific purpose. Examples include your college or university, the United Way, your neighborhood convenience store, the Dallas Cowboys football team, fraternities and sororities, the Cleveland Clinic and Nokia.
For simplicities sake, we can divide organization members into two categories: nonmanagerial employees and managers. Nonmanagerial employees do not oversee the work of others. Managers direct and oversee the activity of the people in the organization.
Managers are usually classified as top, middle or first-line. But be aware that they can have a variety of titles.
Henri Fayol, a French industrialist in the early twentieth century, proposed that all managers perform five management activities: plan, organize, command, coordinate and control. Today these management functions have been condensed to four.
In the 1960s, Henry Mintzberg did an empirical study of chief executives and discovered that managers were engaged in a number of varied, un-patterned, and short-duration activities. He defined management by categorizing what managers do based on the managerial roles they perform at work.
Another way to describing what managers do is by looking at the skills they need in managing. Managers must possess four critical skills in managing. Conceptual skills, Interpersonal Skills, Technical Skills and Political Skills.
While the importance of managerial roles varies depending on a manager’s position within an organization, the differences are of degree and emphasis, not of function. As managers move up the organization, for example, they spend less time supervising and more time planning.
All managers, however, make decisions and plan, lead, organize, and control. But the amount of time they give to each activity is not necessarily constant. In addition, the content of the managerial activities changes with the manager’s level.
When measuring managerial performance in business, profit (the bottom line) is an unambiguous criterion. Even though not-for-profit organizations need money to survive, however, their managers do not live and die to maximize profits.
Given this difference, managers working in profit and not-for-profit organizations must perform similar functions: planning, organizing, leading, and controlling.
Let’s look at some of the reasons why you may want to understand more about management. Because we interact with others every day of our lives, an understanding of management offers insights into many organizational aspects. Many once thriving organizations no longer exist. You can distinguish between by good and poor management by studying management.
It’s important to study areas outside the business curriculum because other disciplines including humanities and social sciences affect management practice.
Managers everywhere are likely to have to manage in changing circumstances and the fact that management is changing.
