PowerPoint Presentation by Ms.

Dao Xuan Phuong Trang

University of Education 1–1
LEARNING OUTCOMES

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1.1 Who are managers and where do they work?

Discussion:
1. What is an organization?
2. What are three basic characteristics of an
organization?

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1.1 Who are managers and where do they work?

An Organization Defined Common Characteristics of

Organizations
A deliberate arrangement of Have a distinct purpose (goal)
people to accomplish some
specific purpose (that individuals Composed of people
independently could not Have a deliberate structure
accomplish alone).
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Exhibit 1–1 The Changing Organization

1
2
3

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7
8
9
10
11
12
13
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1.1 Who are managers and where do they work?

Who Are Managers?

Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

How are managers

different from
nonmanagerial
employees?

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1.1 Who are managers and where do they work?
Exhibit 1–2 The Classification of Managers

• the organization’s most senior executives

Top • usually include the chairman of the board and the president, along
with vice-presidents
managers • responsible for providing the overall direction of firm.

Middle • above the supervisory level but are subordinate to the firm’s most
senior executives
managers • Most major companies have a number of levels of middle managers.

Supervisory • directly oversee the efforts of those who the actual work performances
• Most managers have titles such as supervisor, foreman, lead man, and
managers office manager
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1.1 Who are managers and where do they work?

Exhibit 1–3 Managerial Levels

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 1.1 Who are managers and where do they work?
Let’s play a game Quick wrap-up
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1–10
1.1 Who are managers and where do they work?
Quick wrap-up
1. Supervisor is another name for ________.
A. team leader B. middle manager
C. first-line manager D. top manager
2. A ________ is an example of a first-line manager.
A. division manager B. store manager
C. regional manager D. Shift manager
3. Kelly, a production supervisor, is responsible for ten employees who
assemble components into a finished product. Kelly is a ________.
A. top manager B. nonmanagerial employee
C. middle manager D. first-line manager
4. Ben, a production plant manager, reports to Dan, a general manager. Ben
and Dan are ________.
A. top managers B. middle managers
C. supervisors D. first-line managers

Answer: 1C 2D 3D 4B 1–11
 1.2 What Is Management?
The productivity challenge
Productivity is a measure of the
relationship between inputs and the quality
and quantity of outputs.

• Effectiveness is the capability of

bringing about an effect or
accomplishing a purpose.
• Efficiency is the capability of
producing desired results with a
minimum of inputs.

Task: Give examples of effectiveness

and efficiency.
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 1.2 What Is Management?

Managerial Concerns
Efficiency
“Doing things right”
– Getting the most
output for the least
inputs
Effectiveness
“Doing the right things”
– Attaining
organizational goals

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Exhibit 1–4 Effectiveness and Efficiency in Management

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 Quick wrap-up

Task: Scientific management

1. Form groups of 4-6 students.

2. Choose a task you do regularly (such as laundry, grocery shopping,
studying for exams, etc.)
3. Write down the normal steps involved in completing that task.
4. See if there are activities that could be combined or eliminated.
5. Find the “one best way” to do this task.
6. Present to your class.

Note: Please use Canva to illustrate your ideas.

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Management is the
process of getting
things done through
the efforts of other
people.

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 Planning

The Controlling
Management Organizing
functions
management functions

Leading

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 Planning

Planning
Controlling
Management Organizing
functions

Planning is the process of determining in

Leading advance what should be accomplished
and how it should be realized.

Planning frequently requires updating

and sometimes means abandoning many
aspects of the overall plan to accomplish
the mission of the organization.

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 Planning

Organizing
Controlling Organizing
Management
functions

Leading
Organizing is the process of prescribing
formal relationships among people and
resources to accomplish goals.

4 “rights”

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 Planning

Leading
Controlling
Management Organizing
functions
Leading is the process of determining
or affecting the behavior of others.
Leading

This aspect includes:

❖Motivation
❖Leadership
❖Communication
❖Group dynamics
❖Power
❖Politics
❖Corporate culture
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 Planning

Controlling
Controlling
Management Organizing
functions

Leading
Controlling is the process of comparing
actual performance with standards and
taking any necessary corrective action.

Controls help ensure performance in

accordance with plans. If performance is
unsatisfactory, corrective action can be
taken.

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The
management
functions

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1–24
1.3 What Do Managers Do?

Functional Approach
❖ Planning
Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate
activities.
❖ Organizing
Arranging and structuring work to accomplish
organizational goals.
❖ Leading
Working with and through people to accomplish goals.
❖ Controlling
Monitoring, comparing, and correcting work.
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Exhibit 1–5 Management Functions

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 Share different roles you play everyday

Management Roles Approach (Mintzberg)

❖ Interpersonal roles
Figurehead, leader, liaison
❖ Informational roles
Monitor, disseminator, spokesperson
❖ Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator

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Task: Management Roles

1. Form groups of 4-6 students.

2. Discuss a management role assigned by the teacher.
3. Give examples to support your points.
4. Present your group ideas in a Canva slide.
5. Present to your class.

Note: Please use Canva to illustrate your ideas.

Assignment:

G1: Figurehead G6: Spokesperson

G2: Leader G7: Entrepreneur
G3: Liaison G8:Disturbance handler
G4: Monitor G9: Resource allocator,
G5: Disseminator G10: Negotiator 1–28
What Managers Actually Do (Mintzberg)
❖ Interaction
with others
with the organization
with the external context
of the organization
❖ Reflection
thoughtful thinking
❖ Action
practical doing
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 Exhibit 1–6 Skills Needed at Different Management Levels

Skills Approach
❖ 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
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Exhibit 1–7 Skills Needed at Different Management Levels

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Exhibit 1–8 Communication Skills

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and Competencies,
March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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Exhibit 1–8 Effectiveness Skills

• Contributing to corporate mission/departmental

objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Source: Based on American Management Association Survey of Managerial Skills and Competencies,
March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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Exhibit 1–8 Effectiveness Skills (cont’d)

• Setting and maintaining performance standards

internally and externally
• Setting priorities for attention and activity
• Time management

Source: Based on American Management Association Survey of Managerial Skills and Competencies,
March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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Exhibit 1–8 Interpersonal Skills (cont’d)

• Coaching and mentoring skills

• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
Source: Based on American Management Association Survey of Managerial Skills and Competencies,
March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 Exhibit 1–9 Management Skills and Management Function Matrix

1
G1 2
3
4
G2 5
6
7
G3 8
9
10
G4 11
12
13
G5 14
15
16
17
G6 18
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 The Generic Management

Exhibit 1–10 Management Activities by Organizational Level

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 The Universality of Management

Exhibit 1–11 Universal Need for Management

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The Need for Management

Exhibit 1–12
Universal Need for Management

Task: Discussion

1. Form groups of 4-6 students.

2. Discuss why there are differences in the roles
play by managers of small and large firms
3. Give examples to support your points.
4. Present to your class.

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 1.4 Why Study Management?

The Value of Studying Management

❖ The universality of management
Good management is needed in all organizations.
❖ The reality of work
An individual either manages or is managed.
❖ Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards for
their efforts.

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Task 3: Discussion

1. Form groups of 4-6 students.

2. Discuss the pros and cons of being a manager.
3. Give examples to support your points.
4. Present your group ideas in a Canva slide.
5. Present to your class.

Note: Please use Canva to illustrate your ideas.

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Exhibit 1–13 Rewards and Challenges of Being A Manager

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 1.5 How The Manager’s Job Is Changing

Task 4: Discussion

1. Form groups of 4-6 students.

2. Discuss two points below

Share your viewpoints about some of the characteristics of

today customers

Name of a successful company you know and explain why they

are successful

3. Present to your class

Note: Please use Canva to illustrate your ideas.

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 1.5 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.
➢ 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.

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1.5 How The Manager’s
Job Is Changing
?

Exhibit 1–14
Changes Impacting
the Manager’s Job ?

?
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 Terms to Know
• manager • management roles
• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of
• leading management
• controlling
 Assignment

I. Individual task:

Answer the following questions:

1. What is an organization and why are managers important to an organization’s
success?
2. In today’s environment, which is more important to organizations—efficiency or
effectiveness? Explain your choice.

II. Group task:

Find FIVE examples of managers you would describe as master managers. Make a
presentation describing ONE of them as a master manager and why you think they
deserve this title.
Thank you