Lecture 1 Introduction

Organization
A systematic arrangement of people brought together to accomplish some specific purpose; applies to all
organizations.

Characteristics: (Organizations)
I. have a common purpose/goal throughout.
II. Organizations, in order to function effectively and efficiently, will employ a structure that is most
conducive.
III. Organizations will have to rely on the people employed to achieve their purpose/goal.

Organizational Levels
 First-line Managers—supervisors responsible for directing the day-to-day activities of operative
employees
I. production of goods and services (application of rules and procedures to achieve efficient
production, provide technical assistance, and motivate subordinates)

 Middle Managers—individuals at levels of management between the first-line manager and top
management
I. responsible for implementing the overall strategies and policies defined by top managers
II. generally are concerned with the near future, rather than with long-range planning.

 Top Managers—individuals who are responsible for making decisions about the direction of the
organization and establishing policies that affect all organizational members
I. setting organizational goals, defining strategies for achieving them, monitoring and interpreting the
external environment, and making decisions that affect the entire organization.
II. look to the long-term future and concern themselves with general environmental trends and the
organization’s overall success.
III. communicating a shared vision for the organization, shaping corporate culture, and nurturing an
entrepreneurial spirit that can help the company innovate and keep pace with rapid change.

Management Defined
Management is the attainment of organizational goals in an effective and efficient manner through
planning, leading, and controlling organizational resources.

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 The Management Functions
 Planning—includes defining goals, establishing strategy, and developing plans to coordinate activities
 Organizing—includes determining what tasks to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
 Leading—includes motivating employees, directing the activities of others, selecting the most
effective communication channel, and resolving conflicts
 Controlling—the process of monitoring performance, comparing it with goals, and correcting any
significant deviations

- Conceptual Skills—good judgment, creativity, and the ability to see the “big picture” when confronted with
information.

Relationship of Conceptual, Human, and Technical Skills to Management

What is it like to be Managers

Non-managerial employees Managers

I assigned with specific tasks based on your in charge of coordinating diverse tasks

special knowledge and skills performed by a host of employees

II get things done through your own effort get things done through other people

III usually work by yourself build and maintain networks

IV important that you can perform must learn to perform interdependently

independently

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Distribution of Time per Activity by Organizational Level

The Managerial Roles, by Henry Mintzberg in the early 1970’s

Interpersonal roles
 Figureheads -- largely ceremonial
 Leaders -- provide examples, make decisions, etc. Liaison -coordinate work

Informational roles
 Monitor -- evaluate work, take corrective actions
 Disseminator -- inform and communicate with employees
 Spokesperson -- speak on behalf of the company

Decisional roles
 Entrepreneur -- develop innovative goods; develop new customer base
 Disturbance (problem) handler -- take corrective actions and correct problems
 Resource allocator -- set budgets and allocate resources
 Negotiator -- work with government, suppliers, and unions

The Managerial Skills

 Technical Skills—the need to know how to plan, organize, lead, and control.
 Interpersonal Skills—an understanding of human behavior and group processes, and the
feelings, attitudes, and motives of others, and ability to communicate clearly and persuasively

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Managers’ role
Common Small businesses Nonprofit organizations
- adjust and integrate the - see their most important - direct their efforts toward
various management roles as being a generating some kind of
functions, activities, and spokesperson for the social impact rather than
roles to meet the unique business and acting as an toward making money for
challenges they face entrepreneur. the organization

- struggle with what

constitutes effectiveness.

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