CHAPTER

1
INTRODUCTION TO MANAGEMENT
AND ORGANIZATIONS
LEARNING OUTLINE
FOLLOW THIS LEARNING OUTLINE AS YOU READ AND STUDY THIS CHAPTER.

• Who Are Managers?

• Why Managers are Important?

• Where do Managers work?

• What are the Functions, Roles and Skills of Managers?

• Which Factors are Reshaping and Redefining Manager’s job?

• What is the value of studying Management?

1–2
 WHO ARE MANAGERS?
• Manager
 In the past, managers were defined as those organizational
members who told others what to do and how to do it.
 But in today’s organizations, changing nature of work has blurred
the distinction between managerial and non-managerial
employees.
 In the Morning Star Company (the world’s largest tomato
processor), no employees are called managers.
 All 400 full-time employees do what needs to be done and
together “manage” issues such as job responsibilities,
compensation decisions, and budget decisions.

1–3
 DEFINING MANAGERS

• We may define manager as someone who coordinates and

oversees the work of other people so organizational goals can
be accomplished.
• It is not about personal achievement – it’s about helping others
do the work.
• That may mean coordinating the work of a departmental
group, or it might mean supervising a single person.

1–4
 DEFINING MANAGERS

• It could involve coordinating the activities of a team with

people from different departments or even people outside the
organization such as temporary or individuals who work for the
organization’s suppliers.
• A manager may have a lot of other work (e.g., deskwork) not
related to coordinating and overseeing work of others).

1–5
MANAGERIAL LEVELS

Exhibit 1.1
1–6
 CLASSIFYING MANAGERS
• First-line Managers
• Are at the lowest level of management and manage the work of
non-managerial employees. Their titles may be supervisors or
shift managers.
• Middle Managers
• Manage the work of first-line managers. Their titles may be
regional manager, project leaders, store manager, etc.
• Top Managers
• Are responsible for making organization-wide decisions and
establishing plans and goals that affect the entire organization.
They may include executive vice president, president, managing
director, etc. 1–7
 WHY ARE MANAGERS IMPORTANT?
 What can a great boss do?
• Inspire you professionally and personally
• Energize you and your coworkers to accomplish things
together that you couldn’t get done by yourself
• Provide coaching and guidance with problems
• Provide you feedback on how you’re doing
• Help you improve your performance
• Keep you informed of organizational changes
• Change your life!
1–8
 WHY ARE MANAGERS IMPORTANT?

• Organizations need managers:

• The first reason why managers are important is because
organizations need their managerial skills and abilities in
uncertain, complex, and chaotic times.
• Another reason why managers are important to organizations
is because they’re critical to getting things done. For instance,
Philips has thousands of general managers who supervise the
work of 113,000 employees worldwide.

1–9
 WHY ARE MANAGERS IMPORTANT?

• Finally, managers do matter to organizations. The Gallup

organization, which has polled millions of employees and tens
of thousands of managers, has found that the single most
important variable in employee productivity and loyalty isn’t
pay or benefits or workplace environment – it’s the quality of
relationship between employees and their direct supervisors.
• In addition, global consulting firm Towers Watson found that
the way a company managers and engages its people can
significantly affect its financial performance.

1–10
 WHERE DO MANAGERS WORK?
•Managers work in organizations.
•What is an organization?
• 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

1–11
 CHARACTERISTICS OF ORGANIZATIONS

Exhibit 1.2
1–12
 WHAT IS MANAGEMENT?
• Coordinating and overseeing the work activities of others so their
activities are completed efficiently and effectively.
• Managers or their employees can’t do what they want anytime,
anywhere, or in any way.
• Ensuring that work activities are completed efficiently and
effectively by the people responsible for doing them.

1–13
 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

1–14
EFFECTIVENESS AND EFFICIENCY IN
MANAGEMENT

Exhibit 1.3
1–15
 WHAT DO MANAGERS DO?
Functional Approach
 Planning
• Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
 Organizing
• Arranging work to accomplish organizational goals.
 Leading
• Working with and through people to accomplish goals.
 Controlling
• Monitoring, comparing, and correcting the work.
1–16
MANAGEMENT FUNCTIONS

1–
Exhibit 1.4
17
 WHAT DO MANAGERS DO?
• Management Roles (Mintzberg)
• Interpersonal roles
• Figurehead, leader, liaison
• Informational roles
• Monitor, disseminator, spokesperson
• Decisional roles
• Disturbance handler, resource
allocator, negotiator

1–18
Exhibit 1.5
 WHAT DO MANAGERS DO?
• Interaction
• with others
• with the organization
• with the external context of the organization
• Reflection
• thoughtful thinking
• Action
• practical doing

1–19
 WHAT DO MANAGERS DO?
• Skills Approach (Robert L. Katz)
 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
1–20
WHAT DO MANAGERS DO?

Skills Needed at Different Managerial Levels

Exhibit 1.6
1–21
 CONCEPTUAL SKILLS
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of data
• Understanding of business uses of technology
• Understanding of organization’s business model

1–
22
 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

1–
23
 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
• Setting and maintaining performance standards internally and
externally
• Setting priorities for attention and activity
• Time management
1–24
 INTERPERSONAL SKILLS
• 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

1–25
MANAGEMENT SKILLS AND MANAGEMENT
FUNCTION MATRIX

Exhibit 1.7
1–26
 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.
1–27
 HOW THE MANAGER’S JOB IS CHANGING
Focus on Technology
• Technology is changing how things get done
• Managers must work with employees to understand why
a new technology is an improvement over present ways
of conducting business.
• Recognize that social skills are still important despite
there is more technology in the workplace.

1–28
 HOW THE MANAGER’S JOB IS CHANGING
Social Media
• The new frontier is social media
• Managers must understand the different forms of
electronic communication through which users create
online communities to share ideas, information, personal
messages, and other content.

1–29
 HOW THE MANAGER’S JOB IS CHANGING

• Focus on Sustainability
• Managing in a sustainable way
• Corporate responsibility must not focus only on managing
in an efficient and effective way but also on how to
respond strategically to a wide range of environmental and
societal challenges.
• Focus on Employees
• Building and recruiting talents
• Well treated employees are more likely to go the extra mile
when performing their jobs. 1–
30
CHANGES
IMPACTING
THE MANAGER’S
JOB

1–31 Exhibit 1.8

THE CHANGING ORGANIZATION

Exhibit 1.9
1–32
 WHY STUDY MANAGEMENT?
The Value of Studying Management
 The universality of management
• Good management is needed in all organizations.
 The reality of work
• Employees either manage or are 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. 1–33
UNIVERSAL NEED FOR MANAGEMENT

1–
Exhibit 1.10
34
REWARDS AND CHALLENGES OF BEING A MANAGER

1–
Exhibit 1.11
35
Thank YOU!