CHAPTER 1

INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS

Who Are Managers?
‡ Manager
± Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

‡ Nonmanagerial employees
± These organizational members who work directly on a job or task and have no one reporting to them.

Managerial Levels .

Classifying Managers ‡ First-line Managers ± Are at the lowest level of management and manage the work of non-managerial employees. ‡ Top Managers ± Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. . ‡ Middle Managers ± Manage the work of first-line managers.

‡ Managerial Concerns ± Efficiency ‡ ³Doing things right´ ± Getting the most output for the least inputs ± Effectiveness ‡ ³Doing the right things´ ± Attaining organizational goals .What Is Management? ‡ Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

Effectiveness and Efficiency in Management .

and correcting the work. comparing. developing plans to integrate and coordinate activities.What Do Managers Do? ‡ Functional Approach / Management Functions: ± Planning ‡ Defining goals. . establishing strategies to achieve goals. ± Leading ‡ Working with and through people to accomplish goals. ± Controlling ‡ Monitoring. ± Organizing ‡ Arranging and structuring work to accomplish organization¶s goals.

Management Functions .

‡ Figurehead ‡ Leader ‡ Liaison .What Do Managers Do? (cont¶d) ‡ Management Roles Approach Henry Mitzberg classified the activities of managers into 10 management roles. I) Interpersonal roles: involves people and other duties that are ceremonial or symbolic in nature.

‡ Monitor ‡ Disseminator ‡ Spokesperson III) Decisional roles: Resolve around making choices ± ³Managing action´ ‡ Entrepreneur ‡ Disturbance handler ‡ Resource allocator ‡ Negotiator . receiving and disseminating information.II) Informational roles ( Managing by information): Involve collecting.

Katz mentioned 3 essential skills managers need. ± Technical skills ‡ Job ± specific knowledge and techniques needed to proficiently perform specific task ± Human skills ‡ The ability to work well with other people individually and in a group ± Conceptual skills ‡ The ability to think and conceptualize about abstract and complex situations concerning the organization .What Do Managers Do? (cont¶d) ‡ Skills Approach/ Management Skills ‡ Robert L.

Skills Needed at Different Management Levels .

How The Manager¶s Job Is Changing Changes impacting manager¶s job: 1) Changing technology 2) Increased security threats 3) Increased emphasis on Organizational and Managerial Ethics ‡ 4) Increased Competitiveness ‡ ‡ ‡ ‡ .

‡ 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.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.

.What Is An Organization? ‡ An Organization Defined ± A deliberate arrangement of people to accomplish some specific purpose ‡ Common Characteristics of Organizations ± Have a distinct purpose (goal) ± Composed of people ± Have a deliberate structure Many of today¶s organizations are more open. flexible and responsive to changes than organizations once were.

Characteristics of Organizations .

Why Study Management? ‡ The Value of Studying Management ± (1) The universality of management ‡ The reality that management is needed in all types and sizes of organizations. ‡ Good management is needed in all organizations. in all organizational areas. . and in organizations no matter where located. at all organizational levels.

Universal Need for Management .

Why Study Management? (cont.) ‡ The Value of Studying Management ± (2) The reality of work ‡ Employees either manage or are managed. ± (3) 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.

Challenges of being a manager ‡ 1) Have to deal with a variety of personalities ‡ 2) Work with limited resources ‡ 3) Motivate workers in chaotic and uncertain situations. skills. . ambitions and experiences of a diverse work group. ‡ 4) Blend knowledge. ‡ 5) Success depends on others¶ work performance.

.Rewards of being a manager ‡ 1) Have opportunity to think creatively and use imagination. ‡ 6) Play a role in influencing organizational outcomes. ‡ 5) Receive appropriate compensation in form of salaries and bonuses. ‡ 4) Receive recognition and status in the organization and community. ‡ 2) Help others find meaning and fulfillment in work. ‡ 3) Meeting and working with a variety of people.

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