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Chapter
Managers
and
Management
1-1
Learning Outcomes
• Tell who managers are and where they work.
• Define management.
• Describe what managers do.
• Explain why it’s important to study management.
• Describe the factors that are reshaping and
redefining management.
1-2
1.1 Tell who managers
are and where they
work.
1-3
Who Are Managers?
Where Do They Work?
Organization
A deliberate arrangement of people brought
together to accomplish a specific purpose
1-5
How Are Managers Different from
Nonmanagerial Employees?
Nonmanagerial Employees
• People who work directly on a job or task and have
no responsibility for overseeing the work of others
• Examples: Associates and Team Member
Managers
• Individuals in organizations who direct the
activities of others
1-6
Management Levels
1-7
What Titles Do Managers Have?
Top Managers
• Make decisions about the direction the organization
• Examples: President, Chief Executive Officer, Vice-
president
Middle Managers
• Manage the activities of other managers
• Examples: District Manager, Division Manager
First-line Managers
• Direct nonmanagerial employees
• Examples: Supervisor, Unit Coordinator.
Team Leaders
• Manage activities of a work team
1-8
1.2 Define
management.
1-9
What Is Management?
Effectiveness
- “Doing the right things” : the tasks that help an
organization reach its goals
Efficiency
- “Doing things right”: the efficient use of such
resources as people, money , and equipment
1-10
1-11
1.3 Describe what
managers do.
1-12
What Do Managers Do?
In the functions approach proposed
by French industrialist Henri Fayol,
all managers perform certain activities or
functions.
1-13
Who Are Managers?
Where Do They Work?
Organization
A deliberate arrangement of people brought
together to accomplish a specific purpose
1-16
Four Management Functions
Planning
• Defining the organizational purpose and ways to
achieve it
Organizing
• Arranging and structuring work to accomplish
organizational goals
Leading
• Directing the work activities of others
Controlling
• Monitoring, comparing, and correcting work
performance 1-17
Minzberg Manager’s Role: Update
Manager’s role is to influence action by:
• Managing actions directly
• Managing people who take action
• Managing information that propels people to take
action
1-18
What Skills Do Managers Need?
Conceptual Skills
• Used to analyze and diagnose complex situations
Interpersonal Skills
• Used to work with, understand, and motivate
individuals and groups
Technical Skills
• Involve job-specific knowledge and techniques
required to perform tasks
Political Skills
• Used to build a power base and establish
connections
1-19
Is the Manager’s Job Universal?
1. Level in the Organization
2. Profit vs. Nonprofit
1-20
Is the Manager’s Job Universal?
3. Size of the Organization
1-21
1.4 Explain why it’s
important to study
management.
1-22
Why Study Management?
• We all benefit from efficiently and effectively run
businesses.
1-23
1.5 Describe the factors
that are reshaping
and redefining
management.
1-24
Minzberg Manager’s Role: Update
Manager’s role is to influence action by:
• Managing actions directly
• Managing people who take action
• Managing information that propels people to take
action
1-25
What Factors Are Reshaping and
Redefining Management?
Today, managers must deal with:
• Changing workplaces
• Ethical and trust issues
• Global economic uncertainties
• Changing technologies
1-26
Why Are Customers Important?
• Without customers, most organizations would
cease to exist
• Employee attitudes and behaviors play a big part
in customer satisfaction
• Managers must create a customer-responsive
environment where employees are friendly,
knowledgeable, and sensitive to customer needs
1-27
Why Is Innovation Important?
• “Nothing is more risky than not innovating.”
1-28