Managers coordinate and oversee the work of other people so that organizational goals can be accomplished. They can be at different levels within an organization, such as first-line managers who oversee non-managerial employees, or top managers who are responsible for organization-wide decisions and goals. Management involves coordinating work activities so they are completed efficiently and effectively. Managers perform functions like planning, organizing, leading, and controlling. They also play roles such as leader, liaison, and decision-maker.

1. Who Are Managers? • They can be young or old.
Manager • They may be male or female.
• Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
Exhibit 1–1 Women in Managerial Positions around the World
Exhibit 1–2 Managerial Levels
Classifying Managers Top Managers
First-line Managers • Individuals who are responsible for making
• Individuals who manage the work of non- organization-wide decisions and establishing plans
managerial employees. and goals that affect the entire organization.
Middle Managers
• Individuals who manage the work of first-line What Is Management?
managers. • Management involves coordinating and overseeing
the work activities of others so that their activities are
completed efficiently and effectively.
What Is Management? Managerial Concerns Functions Manager’s Perform
• Efficiency Planning
• Doing things right • Defining goals, establishing strategies to
• Getting the most output for the least achieve goals, developing plans to integrate
inputs and coordinate activities.
• Effectiveness Organizing
• Doing the right things • Arranging and structuring work to
• Attaining organizational goals accomplish organizational goals.
What Do Managers Do? Leading
Three Approaches to Defining What Managers Do • Working with and through people to
• Functions they perform accomplish goals.
• Roles they play Controlling
• Monitoring, comparing, and correcting
• Skills they need
work.
Exhibit 1–3 Managerial Effectiveness and Efficiency in Management

2. Exhibit 1–4 Management Functions
• Liaison
Roles Managers Play
• Roles are specific actions or behaviors expected of a Informational roles
manager. • Monitor
• Mintzberg identified 10 roles grouped around • Disseminator
• interpersonal relationships, • Spokesperson
• the transfer of information,
• And decision making. Decisional roles
• Entrepreneur
Interpersonal roles • Disturbance handler
• Figurehead • Resource allocation
• Leader • Negotiator
What Managers Do (Mintzberg) Actions
• Thoughtful thinking Human skills
Example: listens patiently to customers’ • The ability to work well with other people.
problems.
• Practical doing Conceptual skills
A manager resolves those problems. • The ability to think and conceptualize about
abstract and complex situations concerning
Skills Managers Need the organization.
Technical skills
• Knowledge and proficiency in a specific
field.
Exhibit 1–5 Skills Needed at Different Management Levels

3. Exhibit 1–6 Changes Affecting a Manager’s
Job
• 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.
• Many jobs require close contact with customers.
How the Manager’s Job is changing (cont’d)
Innovation
• Doing things differently, exploring new territory,
and taking risks
Managers should encourage employees to
be aware of and act on opportunities for innovation.
• How do Arab countries score on innovation
indicators?
How the Manager’s Job Is Changing the
Increasing Importance of Customers
Exhibit 1–8 Innovation in Selected Arab Countries
What Is An Organization?
An Organization Defined
• 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)