Managing and The Manager’s Job

• Organization: A group of people working together in a structured and

coordinated fashion to achieve a set of goals. E.g., Increasing profit, National
Defense, Social satisfaction.
• 4 Types of Organizational resources: Human, Financial, Physical, Information.
• Manager’s role: responsible to combine and coordinate these various
resources [Human, Financial, Physical, Information] to achieve the
organization’s goal. (By carrying out 4 basic Managerial Functions)
• Managerial Functions: Planning and Decision Making, Organizing ,
Leading , Controlling
• Management: A set of activities directed at an organization’s resources with
the aim to achieve organizational goals in an efficient and effective manner.
• Efficient: Using the resources wisely and in a cost-effective way.
• Effective: Making the right decision and successfully implementing them.
• Manager: Someone whose primary responsibility is to carry out a
management process.
• Levels of Management: There are three basic categories of managers; top,
middle and first line.

Top Managers Middle Managers First Line Managers

A small group of executives, Largest group of managers in the Supervise and coordinate the
manage the over all organization. organization. activities of operating
 employees.
Title: President, Vice President, Titles: Plant manager, operations Titles: supervisor, coordinator,
CEO. manager, division head, regional office manager.
manager.

They creat the organizational
goals, overall stretergy and
opperationg policies.
Represent the organization in
external enviornment.
Make decisions like; acquiring
companies, investing in research
and development, entering
markets, abandoning markets,
building new plants.
Work long hours and very well
paid.
 Managing at Different Levels
 Managing in Different Areas of the Organization
Responsible for implementing They are responsible for
the policies and plans developed overseeing the day-to-day
by top managers and for operations and handle the
supervising and coordinating the routine administrative duties
activities of lower managers.
Many organization have recently They spend large amount of their
thinned the rank of middle time supervising the work of
managers to lower the cost and subordinates.
eliminate excess bureaucracy.
Middle managers are important
to bridge the top level and the
lower level of management and
implement the strategies
developed by the top

I. Marketing Managers: Getting the consumer to buy the organization products

and services, also responsible for new-product development, promotion and
distribution. Virtual marketing is critical now a days.
II. Financial Managers: Deals with an organization’s funds and responsible or
accounting, cash management, investment. In banking and insurance industry,
financial managers are found in large numbers.
III. Operations managers: Creating and managing the system that creates an
organization’s products and services. They are responsible for Production
control, Quality control, Plant layout and Site selection.
IV. Human Resource Managers: Responsible for hiring and developing
employees. HR Planning, recruiting, selecting employees, training and
development, designing compensation and benefits system.
V. Administrative Managers: Managers not associated with any particular
management specialty (e.g. hospital or clinic administrator) They are
generalists and have basic familiarity with all functional areas of management.
VI. Other Kinds of Managers: PR managers (deal with public and media),
R&D (coordinate the activities of scientists and engineers working on specific
projects of the organization).

 Basic Managerial Roles

 Basic Managerial Skills
 I. Technical Skills: The skills necessary to accomplish or understand the specific kind
of work being done in an organization. (very important especially for first line
managers).
II. Interpersonal Skills: the ability to communicate with, understand, and motivate
both individuals and groups.
III. Conceptual Skills: The manager’s ability to think in the abstract.
IV. Diagnostic Skills: The manager’s ability to visualize the most appropriate response
to a situation.
V. Communication Skills: The manager’s abilities both to effectively convey ideas and
information from others.
VI. Time Management Skill: The Manager’s ability to prioritize work, to work
efficiently and delegate appropriately.

Category Role Sample Activity

Interpersonal Figurehead Taking visitors for dinner
Ribbon Cutting Ceremonies
Leader Hiring, training and motivating employees
Liaison Serving as a coordinator or link between people,
groups or organizations
Informational Monitor Seek information of value (questions
subordinates for information and be well
informed)
Disseminator Transmitting information back to others in the
workplace
Spokesperson Formally relays information outside the unit or
organization (chamber of commerce, consumer
groups)
Decisional Entrepreneur Voluntary initiator of change (3M post it notes)

Disturbance Handle problems like strikes, copyright

Handler infringements, or problems in public relations
of corporate image.
Resource Manager decides how resources are distributed
Allocator

Negotiator Manager enters into negotiations with other

groups or organizations as a representative of
the company (union contracts, agreement with
consultants, relations with suppliers).

VII. Decision Making Skill: The Manager’s ability to correctly recognize and define
problems and opportunities and to then select an appropriate course of actions to
solve problems and capitalize on opportunities.
 The Science and Art of Management
 The Science of Management
I. Rational, logical, objective and systematic
II. Gather facts and information
III. Use quantitative models for decision making
 The Art of Management
I. Based on Intuition
II. Based on Expertise

[To be come a manager you need Education and Experience, the scope of
managent is both profit-seeking and not-for-profit organizations]

 The new work place ( Managing Diversity)

I. Workforce Reduction and Expansion
II. Increasing number of women
III. Ethnic composition
IV. People with disabilities
V. Changes in the mindsets of youngsters
VI. New Technologies
VII. Using flatter structures