Chapter 1
- 1. CHAPTER 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
- 2. 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.
- 4. Classifying Managers First-line Managers Are at the lowest level of management and manage the work of non-managerial employees. Middle Managers Manage the work of first-line managers. Top Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
- 5. What Is Management? Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Managerial Concerns Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals
- 6. Effectiveness and Efficiency in Management
- 7. What Do Managers Do? Functional Approach / Management Functions: Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structuring work to accomplish organization’s goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting the work.
- 9. 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. Figurehead Leader Liaison
- 10. II) Informational roles ( Managing by information): Involve collecting, receiving and disseminating information. Monitor Disseminator Spokesperson III) Decisional roles: Resolve around making choices – “Managing action” Entrepreneur Disturbance handler Resource allocator Negotiator
- 11. What Do Managers Do? (cont’d) Skills Approach/ Management Skills Robert L. 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
- 12. Skills Needed at Different Management Levels
- 13. 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
- 14. 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.
- 15. 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.
- 17. 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, at all organizational levels, in all organizational areas, and in organizations no matter where located. Good management is needed in all organizations.
- 18. Universal Need for Management
- 19. 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.
- 20. 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. 4) Blend knowledge, skills, ambitions and experiences of a diverse work group. 5) Success depends on others’ work performance.
- 21. Rewards of being a manager 1) Have opportunity to think creatively and use imagination. 2) Help others find meaning and fulfillment in work. 3) Meeting and working with a variety of people. 4) Receive recognition and status in the organization and community. 5) Receive appropriate compensation in form of salaries and bonuses. 6) Play a role in influencing organizational outcomes.