This document provides an introduction to management and organizations. It discusses what managers do, including coordinating work, establishing goals and plans, and dealing with day-to-day issues. Management involves overseeing work efficiently and effectively. The document also defines an organization and explores why the study of management is important. It briefly outlines the historical development of management approaches.

1. Introduction to
Management &
Organizations
Chapters
1&2 1–1

2. 1. Who are managers?
2. What do managers do?
3. What is management?
4. What is an organization?
5. Why study management?
6. How did management developed?
1–2

3. Why are you hire for a job
in a firm ?
1–3

4. 1–4

5.  Manager
 Someone who coordinates and oversees
the work of other people so that
organizational goals can be
accomplished.
1–5

6.  Top Managers
 Make organization-wide decisions
 Establish plans and goals that
affect the entire organization.
 Middle Managers
 Manage the work of first-line
managers.
 First-line Managers
 Manage the work of non-
managerial employees.
 Deals with day-to-day issues
1–6

7.  Management involves coordinating
and overseeing the work activities
of others so that their activities
are completed efficiently and
effectively.
1–7

8.  Efficiency
 “Doing things right”
▪ Getting the most
output for the least
inputs
 Effectiveness
 “Doing the right
things”
▪ Attaining
organizational goals
1–8

9. 1–9

10. 10

11.  Three Approaches to defining
what managers do.
 Management functions
 Manager’s roles
 Management skills
1–11

12. 12

13. 1–13

15.  Roles are specific actions or behaviors
expected of a manager.
 10 Management Roles (Mintzberg)
 Interpersonal  Decisional
 Figurehead  Entrepreneur
 Leader  Disturbance handler
 Liaison  Resource allocator
 Informational  Negotiator
 Monitor
 Disseminator
 Spokesperson
1–15

16.  Interaction
 with others
 with the organization
 with the external context of the
organization
 Reflection
 thoughtful thinking
 Action
 practical doing

17.  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
1–17

19. Management 11e Chapter 1 19

20.  An Organization
 A deliberate arrangement of people to
accomplish some specific purpose (that
individuals independently could not
accomplish alone).
 Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure
1–20

21.  The Value of Studying Management
 The universality of management
▪ Good management is needed in all
organizations.
 The reality of work
▪ Employees either manage or are managed.
1–21

22. 1–22

23. 1–23

24.  Ancient Management
 Egypt (pyramids) and China (Great Wall)
 Venetians (floating warship assembly lines)
 Adam Smith
 Published The Wealth of Nations in 1776
▪ Advocated the division of labor (job
specialization) to increase the productivity of
workers
 Industrial Revolution
 Substituted machine power for human labor
 Created large organizations in need of management
1–24

25.  Fredrick Winslow Taylor
 The “father” of scientific management
 Published Principles of Scientific Management (1911)
 The theory of scientific management
Putting the right person on the job with the
correct tools and equipment.
Having a standardized method of doing the job.
Providing an economic incentive to the worker.
Using scientific methods to define the “one best
way” for a job to be done
1–25

26. 1. Develop a science for each element of an individual’s
work, which will replace the old rule-of-thumb
method.
2. Scientifically select and then train, teach, and develop
the worker.
3. Heartily cooperate with the workers so as to ensure
that all work is done in accordance with the principles
of the science that has been developed.
4. Divide work and responsibility almost equally between
management and workers. Management takes over all
work for which it is better fitted than the workers.
1–26

27.  Frank and Lillian Gilbreth
 Focused on increasing worker productivity through
the reduction of wasted motion
 Developed the microchronometer to time worker
motions and optimize work performance
 How Do Today’s Managers Use Scientific
Management?
 Use time and motion studies to increase productivity
 Hire the best qualified employees
 Design incentive systems based on output
1–27

28.  Henri Fayol
 Believed that the practice of
management was distinct from other
organizational functions
 Developed principles of management
that applied to all organizational
situations
1–28

29. 1. Division of work 7. Remuneration
2. Authority 8. Centralization
3. Discipline 9. Scalar chain
4. Unity of command 10. Order
5. Unity of direction 11. Equity
6. Subordination of 12. Stability of tenure
individual interests of personnel
to the general 13. Initiative
interest
14. Esprit de corps

30.  Max Weber
 Theory of authority structures and relations
 “Ideal” bureaucracy emphasizing on
rationality, predictability, impersonality,
technical competence, and authoritarianism
30

31.  Evolved from mathematical and
statistical methods developed to solve
WWII military logistics and quality
control problems
 Focuses on improving managerial
decision making by applying:
 Statistics, optimization models,
information models, and computer
simulations
2-31

32. • Intense focus on the customer
• Concern for continual improvement
• Process-focused
• Improvement in the quality of
everything
• Accurate measurement
• Empowerment of employees
1–32

33.  Organizational Behavior (OB)
 The study of the actions of people at work;
people are the most important asset of an
organization
 Early OB Advocates
 Robert Owen
 Hugo Munsterberg
 Mary Parker Follett
 Chester Barnard
2–33

34. Early Advocates of OB
1–34

35.  A series of productivity experiments conducted
at Western Electric from 1927 to 1932.
 Experimental findings
Productivity unexpectedly increased under imposed
adverse working conditions.
The effect of incentive plans was less than
expected.
 Research conclusion
Social norms, group standards and attitudes strongly
influence individual output and work behavior
Monetary rewards may not be as important as
thought
2-35

36.  System Defined
 A set of interrelated and interdependent parts
arranged in a manner that produces a unified
whole.
36

37.  Basic Types of Systems
 Closed systems
▪ Are not influenced by and do not interact
with their environment (all system input
and output is internal).
 Open systems
▪ Dynamically interact to their
environments by taking in inputs and
transforming them into outputs that are
distributed into their environments.
1–37

38.  Coordination of the organization’s
parts is essential for proper
functioning of the entire organization.
 Decisions and actions taken in one area
of the organization will have an effect
in other areas of the organization.
 Organizations are not self-contained
and, therefore, must adapt to changes
in their external environment.
1–38

39.  There is no one universally applicable set
of management principles (rules) by which
to manage organizations.
 Why not?
 Organizations are all different (different
people, expertise, resources etc.)
 Thus managers must consider
CONTINGENCY factors
2-39

40. Organization size: As size increases, so do the problems of
coordination.
Routineness of task technology: Routine technologies
require organizational structures, leadership styles, and control
systems that differ from those required by customized or non-
routine technologies.
Environmental uncertainty: What works best in a stable and
predictable environment may be totally inappropriate in a rapidly
changing and unpredictable environment.
Individual differences: Individuals differ in terms of their
desire for growth, autonomy, tolerance of ambiguity, and
expectations.
2-40

41. THANK YOU
1–41