Who Are Managers?

• A manager •

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

Classifying Managers •

First-line Managers

• Are at the lowest level of management and manage the work of non-managerial employees. Supervisors, shift
managers, district managers, department managers, office managers, or foremen.

• Middle Managers

• Manage the work of first-line managers. Regional managers, project leader, plant manager, or division manager.

• Top Managers

• Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire
organization. executive vice president (E.V.P.), president, managing director, Chief operating officer (C.O.O), Chief
executive officer (C.E.O), or Chairman of the board (Top Dog).

What Is Management?

 • Managerial Concerns

• Efficiency

• “Doing things right”

• Getting the most output from the least amount of inputs.

Resources such as people, money, and equipment.

• Effectiveness

• “Doing the right things”

• Attaining organizational goals 

“Basically management is coordinating and allocating work activities so that they are completed efficient with and
through other people”

What Do Managers Do? 

• The Functional (working tasks)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.

What Do Managers Do? (cont’d) 

• The Roles Approach Mintzberg’s Managerial Roles >>

• Interpersonal roles

• Figurehead, leader, liaison

• Informational roles

• Monitor, disseminator, spokesperson.

• Decisional roles

• Entrepreneur, disturbance handler, resource allocator, negotiator

• The Roles Approach Mintzberg’s Managerial Roles >>

Vocabulary:

Figurehead: Front man or woman, perceived as the leader.

Leader: Actually rules, guides and inspires others.

Liaison: Deals with inter-group communication.

Monitor: Keeps track so that mistakes can be avoided.

Disseminator: Spreads the news.

Spokesperson: Voice.

Entrepreneur: Starts & organizes a business and assumes risk.

Disturbance handler: Solves problems, eases conflicts.

Resource allocator: Distributes resources over the business.

Negotiator: Discusses the terms of an agreement.

• Skills Approach (based on Katz’s theory)

• Technical skills

• Knowledge and proficiency (competence, ability to work well) in a specific field

• Human skills •

The ability to work well with other people

• Conceptual skills

• The ability to think and conceptualize (create a mental image) about abstract and complex situations concerning
the organization 
How The Manager’s Job Is Changing 

• Changes are a constant (continuous), because:

• Change in technology: digitization, automation, computerization, etc.

• Increased threats to security (job security): risk management (The process of identifying and evaluating risks and
selecting and managing techniques to adapt to risk exposures), discrimination (unfair treatment of certain groups of
people), etc.

• Ethics (principles of what is right and wrong) Considerations: values, trust, accountability (responsibility), etc.

• Competition: Customer service, innovation, globalization, productivity, etc. 

How The Manager’s Job Is Changing

 The Increasing Importance of Customers.

 Customers: the reason that organizations exist.
• Managing customer relationships is the responsibility of all managers and employees directly or indirectly.

• Making certain that employees effectively respond to customers is the responsibility of managers.

• Consistent high quality customer service is essential for survival.

• Innovation • Doing things differently, exploring new territory, and taking risks.
• Managers should encourage employees to be aware of and act on opportunities for innovation.

Why Study Management? 

• The Value of Studying Management

• The universality (everywhere) of management

• Good management is needed in all organizations.

• The reality of work

• Employees either manage or are managed.

• Rewards and challenges of being a manager

• Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.

• Successful managers receive significant (large or important) monetary rewards for their efforts.