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BUSINESS MANAGEMENT

MANAGERS IN THE WORKPLACE

Chapter

1 Dr.Yesmin Sultana
Senior Assistant Professor,
Department of Marketing,
Faculty of Business Administration, AIUB

LEARNING OUTLINE
FOLLOW THIS LEARNING OUTLINE AS YOU READ AND STUDY THIS CHAPTER.

Who Are Managers?

þ Explain how managers differ from non-managerial employees.
þ Describe how to classify managers in organizations.
What Is Management?
þ Define Management.
þ Explain why efficiency and effectiveness are important to
management.

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L E A R N I N G O U T L I N E (CONTD.)
FOLLOW THIS LEARNING OUTLINE AS YOU READ AND STUDY THIS CHAPTER.

What Do Managers Do?

þ Describe the Four Functions of Management.
þ Explain Mintzberg’s Managerial Roles.
þ Describe Katz’s three essential managerial skills and how the
importance of these skills changes depending on managerial level.
þ Discuss the changes that are impacting managers’ jobs.
þ Explain why customer service and innovation are important to the
manager’s job.

L E A R N I N G O U T L I N E (CONTD.)
FOLLOW THIS LEARNING OUTLINE AS YOU READ AND STUDY THIS CHAPTER.

What Is An Organization?
þ Describe the characteristics of an organization.
þ Explain how the concept of an organization is changing.
Why Study Management?
þ Explain the universality of management concept.
þ Discuss why an understanding of management is important.
þ Describe the rewards and challenges of being a manager.

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WHO ARE
MANAGERS?
þ Manager
Someone who coordinates
and oversees the work of
other people so that
organizational goals can be
accomplished.

CLASSIFYING MANAGERS
First-line Managers
Individuals who manage the work of non-managerial
employees.
Middle Managers
Individuals who manage the work of first-line managers.
Top Managers
Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the
entire organization.

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CLASSIFYING MANAGERS
Managerial Levels

WHAT IS
MANAGEMENT?
Managerial Concerns
þEfficiency
è“Doing things right”
Ü Getting the most output
for the least inputs
þEffectiveness
è“Doing the right things”
Ü Attaining organizational
goals

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Effectiveness and Efficiency in Management

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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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Management Functions

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Mintzberg’s Managerial Roles and a

Contemporary Model of Managing
Henry Mintzberg, a well-known management researcher,
studied actual managers at work.
In his first comprehensive study, Mintzberg concluded that what
managers do can best be described by looking at the managerial
roles they engage in at work.
The term managerial roles refers to specific actions or behaviors
expected of and exhibited by a manager.
(Think of the different roles you play—student, employee, student
organization member, volunteer, sibling, and so forth—and the
different things you’re expected to do in these roles.)

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WHAT MANAGERS ACTUALLY DO

(MINTZBERG)
µ Interaction
þ with others
þ with the organization
þ with the external context of the organization
µ Reflection
þ thoughtful thinking
µ Action
þ practical doing

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WHAT MANAGERS ACTUALLY DO

(MINTZBERG) [CONTD.]
Skills Approach
µ Technical Skills
Knowledge and proficiency in a specific field
µ Human Skills
The ability to work well with other people
µ Conceptual Skills
The ability to think and conceptualize about abstract and
complex situations concerning the organization

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Mintzberg’s Managerial Roles and a

Contemporary Model of Managing (Contd.)

Skills Needed at Different Management Levels

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Mintzberg’s Managerial Roles and a

Contemporary Model of Managing (Contd.)
The interpersonal roles involve people (subordinates and persons
outside the organization) and other ceremonial and symbolic duties.
The three interpersonal roles include figurehead, leader, and liaison.

The informational roles involve collecting, receiving, and disseminating

information.
The three informational roles include monitor, disseminator, and
spokesperson.

Finally, the decisional roles entail making decisions or choices and include
entrepreneur, disturbance handler, resource allocator, and negotiator.
As managers perform these roles, Mintzberg proposed that their activities
included both reflection (thinking) and action (doing).

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WHAT DO MANAGERS
DO? (CONT’D)
Management Roles Approach
(Mintzberg)
þ Interpersonal Roles
èFigurehead, leader, liaison
þ Informational Roles
èMonitor, disseminator,
spokesperson
þ Decisional Roles
èDisturbance handler,
resource allocator,
negotiator, entrepreneur

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Mintzberg’s Managerial Roles and a

Contemporary Model of Managing (Contd.)

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Management Skills and Management Function Matrix

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IMPORTANT MANAGERIAL SKILLS

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HOW THE MANAGER’S JOB IS CHANGING

µ The Increasing Importance of Customers
Customers: the reason that organizations exist
þ Managing customer relationships is the responsibility of all
managers and employees.
þ Consistent high-quality customer service is essential for survival.
µ Innovation
Doing things differently, exploring new territory, and taking
risks
þ Managers should encourage employees to be aware of and act on
opportunities for innovation.

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Changes Impacting
the Manager’s Job

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WHAT IS AN ORGANIZATION?
µ An Organization Defined
A deliberate arrangement of people to accomplish some
specific purpose (that individuals independently could not
accomplish alone).
µ Common Characteristics of Organizations
þ Have a distinct purpose (goal)
þ Composed of people
þ Have a deliberate structure

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Characteristics of Organizations

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The Changing Organization

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WHY STUDY MANAGEMENT?

The Value of Studying Management
Ü The universality of management
µ Good management is needed in all organizations.
Ü The reality of work
µ Employees either manage or are managed.
Ü Rewards and challenges of being a manager
µ Management offers challenging, exciting and creative opportunities
for meaningful and fulfilling work.
µ Successful managers receive significant monetary rewards for their
efforts.

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Universal Need for Management

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Rewards and Challenges of Being A Manager

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HENRY FAYOL’S 14 PRINCIPLES OF MANAGEMENT

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HENRY FAYOL’S 14 PRINCIPLES OF MANAGEMENT

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END OF THE CHAPTER

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