Week 1 Manager and Management

Management
Fourteenth Edition
Chapter 1
Managers and You in the
Workplace
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Learning Objectives
1.1 Tell who managers are and where they work.
Know how to manage your time.
1.2 Explain why managers are important to organizations.
1.3 Describe the functions, roles, and skills of managers.
Develop your skill at being politically aware.
1.4 Describe the factors that are reshaping and redefining
the manager’s job.
1.5 Explain the value of studying management.
Organizations
Organization
– A deliberate collection of people working together to
achieve a common purpose
– Organizations provide useful goods and/or services
that return value to society and satisfy customer
needs
– Characteristics:
Organizations as open systems interact
with their environment
Organizations
Organizational performance
– “Value creation” is a very important notion for
organizations
– Value is created when an organization’s operations
adds value to the original cost of resource inputs
– When value creation occurs:
§ Businesses earn a profit
§ Nonprofit organizations add wealth to society
Organizations
Organizational performance
Performance Performance
Productivity
effectiveness efficiency
• An overall • An output • An input
measure of the measure of task measure of the
quantity and or goal resource costs
quality of work accomplishment associated with
performance goal
with resource accomplishment
utilization taken
into account
Productivity and the dimensions of
organizational performance
Organizations
Workplace changes that provide a context for
studying management
Focus on valuing human capital
Demise of “command-and-control”
Emphasis on teamwork
Preeminence of technology
Importance of networking
New workforce expectations
Priorities on sustainability
Who Is a Manager?
• Manager and management is every where:
– Every age, young-old
– Large-small organization
– Private-public organization
– Men-wom2n
– All organization needs manager
• Manager: someone who coordinates and
oversees the work of other people so that
organizational goals can be accomplished
– Job: not about personal achievement but helping
others to do their work
– Coordinating the work of departmental activities
– Supervising a person (or many person)
– Coordinating the work of different departments
including outsider
Exhibit 1-1
Levels of Management (Classification)
Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified
as first-line, middle, or top.
Classifying Managers
• First-Line Managers: manage the work of non-
managerial employees
– Foreman, supervisor, or section chief.
– Responsible for carrying out the plans and objectives of
higher management, using the personnel and other
resources assigned to them.
– Make short-range operating plans governing what will be
done tomorrow or next week, assign tasks to their workers,
supervise the work that is done, and evaluate the
performance of individual workers.
– Provide the linking pin between upper management and the
working level, representing the needs and goals of each to
the other.
• Middle Managers: manage the work of first-line
managers
– Plant manager, division head, chief engineer, or operations
manager.
– Make plans of intermediate range to achieve the long-range
goals set by top management, establish departmental
policies, and evaluate the performance of subordinate work
units and their managers.
– Middle managers also integrate and coordinate the short-
range decisions and activities of first-line supervisory groups
to achieve the long-range goals of the enterprise.
• Top Managers: responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization
– Chairman of the board, president, executive vice president; the
top one of these will normally be designated chief executive
officer (CEO).
– In government, the top manager may be the administrator (of
NASA), secretary (of state or commerce), governor, or mayor.
– They have no full-time manager above them.
– Responsible for defining the character, mission, and objectives
of the enterprise, establish criteria for and review long-range
plans, evaluate the performance of major departments, and
evaluate leading management personnel to gauge their
readiness for promotion to key executive positions.
Management levels in a typical business and
non-profit organizations
Why Are Managers Important?
• Organizations need their managerial skills and

abilities now more than ever
• Managers are critical to getting things done
• Managers do matter to organizations
What Do Managers Do?
• Management involves coordinating and overseeing the
work activities of others so that their activities are
completed efficiently and effectively.
• For most people management is:
– Organizational or administrative process
– A science, discipline, or art
– Group running an organization
– Occupational career
– (1) “He practices good management”; (2) “She is a
management student”;(3) “Management doesn’t really
believe in quality”; and (4) (heard from innumerable college
freshmen) “I want to get into management.”
– Most authors of management textbooks are referring to the
first meaning (the process) when they define “management.”
Management Definitions
• From the Italian maneggiare, meaning “to handle,”
especially to handle or train horses.
• Traces back to the Latin word manus, “hand.”
• In the early sixteenth century manage was gradually
extended to the operations of war and used in the
general sense of taking control, taking charge, or
directing. . . .
• Management was originally a noun used to indicate the
process for managing, training, or directing.
• It was first applied to sports, then to housekeeping, and
only later to government and business
Efficiency and Effectiveness
• Efficiency: doing things right
– getting the most output from the least amount of input
• Effectiveness: doing the right things
– attaining organizational goals
Describing What Managers Do
• Researcher have developed 3 approaches to

describe what managers do:
1. Function
2. Roles
3. Skills
Management Functions/Processes
• Planning: Defining goals, establishing strategies
to achieve goals, and 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
Exhibit 1-4
Four Functions of Management
Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
Mintzberg’s Managerial Roles and a
Contemporary Model of Managing
• Roles: specific actions or behaviors expected of
and exhibited by a manager
• Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision-making
Managerial Roles: Mintzberg
• Interpersonal
– Figurehead: involves the ceremonial or legal
actions of the symbolic head of an organization in
welcoming dignitaries and signing official
documents; largely outward relationships.
– The leader role is the widely recognized
downward relationship of selecting, guiding, and
motivating subordinates.
– The liaison role consists primarily of the horizontal
relationships with peers and people in other
organizations that are built and nurtured for mutual
assistance. The modern term networking is much
the same.
• Informational
– Monitor: involves collecting information about both
internal operations and external events to understand
the trends that will affect the future of the enterprise.
The researcher (often a supervisor) who performs this
function is known as a gatekeeper.
– The disseminator role involves the transmission of
information internally to subordinates, superiors, and
peers so that everyone has the information necessary
to do their job.
– The spokesman [or spokesperson] role, normally
carried out by higher management, involves speaking
for the organization to the press, the public, and other
external groups.
• Decisional
– Entrepreneurial: initiating change, assuming risk, and
transforming ideas into useful products.
– Disturbance handler role of dealing with unforeseen
problems or crises and resolving them. The use of
penalties is only one—and often the least effective—
mechanism for handling disturbances.
– Resource allocator role of distributing the (normally
scarce) resources of money, labor, materials, and
equipment where they will provide the greatest benefit to
the organization
– Negotiator role of bargaining with suppliers or
customers, subordinates, peers, or superiors to obtain
agreements favorable to the enterprise (or at least the
portion of it for which the manager is responsible).
Exhibit 1-5
Mintzberg’s Managerial Roles
Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
Management Skills
• Technical skills
– Knowledge and proficiency in a specific field
• Human/Interpersonal 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
– “see the forest in spite of the trees”
– to discern the critical factors that will determine
an organization’s success or failure
Exhibit 1-6
Skills Needed at Different Managerial Levels
Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial
levels.
Exhibit 1-7
Important Managerial Skills
Exhibit 1-7 shows other important managerial skills.

Exhibit 1-8 Changes Facing Managers
Focus on the Customer
• Without customers, most organizations would
cease to exist
• Managing customer relationships is the
responsibility of all managers and employees
• Consistent, high-quality customer service is
essential
Focus on Technology
• Managers must get employees on board with new
technology
• Managers must oversee the social interactions
and challenges involved in using collaborative
technologies
Focus on Social Media
• Social media: forms of electronic communication
through which users create online communities to
share ideas, information, personal messages, and
other content
Focus on Innovation
• Innovation: exploring new territory, taking risks,
and doing things differently
Focus on Sustainability
• Sustainability: a company’s ability to achieve its
business goals and increase long-term
shareholder value by integrating economic,
environmental, and social opportunities into its
business strategies
Focus on the Employee
• Treating employees well is not only the right thing
to do, it is also good business
The Universality of Management
• The reality that management is needed in all types
and sizes of organizations, at all organizational
levels, in all organizational areas, and in
organizations no matter where located
Exhibit 1-9
Universal Need for Management
Exhibit 1-9 shows that management is universally needed in all types of, and throughout all
areas of, organizations.
The Reality of Work
• When you begin your career, you will either
manage or be managed.
Challenges of Being a Manager
• Can be a thankless job
• May entail clerical type duties
• Managers also spend significant amounts of time
in meetings and dealing with interruptions
• Managers often have to deal with a variety of
personalities and have to make do with limited
resources
Rewards of Being a Manager
• Responsible for creating a productive work
environment
• Recognition and status in your organization and
in the community
• Attractive compensation in the form of salaries,
bonuses, and stock options
Exhibit 1-10
Rewards and Challenges of Being a Manager
Rewards Challenges
Create a work environment in which organizational Do hard work

members can work to the best of their ability
Have opportunities to think creatively and use May have duties that are more clerical than
imagination managerial
Help others find meaning and fulfillment in work Have to deal with a variety of personalities
Support, coach, and nurture others Often have to make do with limited resources
Work with a variety of people Motivate workers in chaotic and uncertain situations
Receive recognition and status in community and Blend knowledge, skills, ambitions, and experiences
organization of diverse work group
Play a role in influencing organizational outcomes Success depends on others’ work performance
Receive appropriate compensation in the form of Blank cell

salaries, bonuses, and stock options
Good mangers are needed by organizations Blank cell
1–43
Management: Science or Art?

• The Science of Management
– Assumes problems can be approached using rational,
logical, objective, and systematic ways.
– Requires technical, diagnostic, and decision-making
skills and techniques.
• The Art of Management
– Requires a blend of intuition, experience, instinct, and
personal insights.
– Requires conceptual, communication, interpersonal,
and time-management skills to accomplish managerial
tasks activities.
Review Learning Objective 1.1
• Tell who managers are and where they work.
– Managers coordinate and oversee the work of other
people so that organizational goals can be
accomplished.
– Managers work in an organization, which is a
deliberate arrangement of people to accomplish some
specific purpose.
• Explain why managers are important to
organizations.
– Organizations need their managerial skills and abilities
in uncertain, complex, and chaotic times.
– Managers are critical to getting things done in
organizations.
– Managers contribute to employee productivity and
loyalty.
Review Learning Objective 1.3 (1 of 3)
• Describe the functions, roles, and skills of
managers.
– Management involves coordinating and overseeing the
efficient and effective completion of others’ work
activities.
– The four functions of management include planning,
• Mintzberg’s managerial roles include:
– Interpersonal, involve people and other
ceremonial/symbolic duties (figurehead, leader, and
liaison)
– Informational, collecting, receiving, and disseminating
information (monitor, disseminator, and spokesperson)
– Decisional, making choices (entrepreneur, disturbance
handler, resource allocator, and negotiator)
• Katz’s managerial skills include:
– Technical (job-specific knowledge and techniques)
– Human (ability to work well with people)
– Conceptual (ability to think and express ideas)
• Describe the factors that are reshaping and
redefining the manager’s job.
– Managers must be concerned with:
§ Customer service because employee attitudes and behaviors
play a big role in customer satisfaction
§ Technology as it impacts how things get done in organizations
§ Social media because these forms of communication are
becoming important and valuable tools in managing
§ Innovation because it is important for organizations to be
competitive
§ Sustainability as business goals are developed
§ Employees in order for them to be more productive
• Explain the value of studying management.
– The universality of management—managers are
needed in all types and sizes of organizations
– The reality of work—you will manage or be managed
– Significant rewards and challenges
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Management

New workforce expectations

• Organizations need their managerial skills and

• Researcher have developed 3 approaches to

Exhibit 1-7 shows other important managerial skills.

Create a work environment in which organizational Do hard work

Receive appropriate compensation in the form of Blank cell

Management: Science or Art?

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