Chapter (1)

introduction to
management and
organizations

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 Chapter Outcomes:

classify managers and nonmanagerial employees.

Define management.
Describe the functions, roles, skills of managers. And
how the manager job is changing.
Describe the characteristics of an organization.
Explain the value of studying management.

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 Whos manager:

the organizational member who told others

what to do and how to do it.
Someone who coordinates and oversees the
work of other people to accomplish the
organizational goals.
Who helping others do their work.

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 Managers job:

coordinating the work of departmental group.

Supervising a single person.
Coordinating the work activities of a team of
people from different departments or even
people outside the organization.

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 Classify Managers:

Shaped like a pyramid because more employees are at lower

organizational levels than at upper organizational levels.
Managers often classified as:
first line manager: lower management: the lowest level of
management who manage the work of nonmanagerial
employees and typically are directly or indirectly involved with
producing the organizations products or servicing the
organizations customers. Often called (have title) like:
supervisors, shift managers, district managers, department
managers, office managers.

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 Classify Managers: Continued:

Middle managers: middle management:

those found between the lowest and top
levels of organizations and manage the work
of first line managers, and may have title like:
regional manager, project leader, store
manager, division manager.

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 Classify Managers: continued

Upper level managers: top management:

who are responsible for making organization
decisions and establishing the plans and
goals that affect the entire organization, and
may have title like: executive vice president,
managing director, chief operating officer.

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 What is management:

Coordinating and overseeing the work

activities of others so that their activities are
completed efficiently and effectively. Mangers
cant do what they want anytime, anywhere
or in any way.

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 What is management: continued

Efficiently: doing things right, which means; getting

the most output form the least amount of inputs.
Because managers deal with scare resources such
as, people, money, materials, and equipment. It
concerned with the means of getting things done.
Effectiveness: doing the right things, which means:
completing the activities so that the organization
goals, attained. It concerned with the ends.

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 What is management: continued

Both should go hand in hand.

Successful organizations with high efficiency
and effectiveness (high performance), but
unsuccessful (poor) organization leads to
(poor performance).

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 What do managers do

What do managers do? Three approaches to

describe that: functions, roles, and skills.

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 What do managers do: Continued:

The management Functions:

planning: its the road map; involve defining the
goals, establishing strategy, and developing plans to
coordinate and integrate activates.
Organizing: involve arranging and structuring work to
accomplish organizational goals. Determine what
tasks are 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.

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 What do managers do :Continued:

Leading: involve working with and through

people to accomplish organizational goals;
by motivate subordinates, help resolve work
group conflicts, and by select the most
effective communication channel.
Controlling: involve monitoring, comparing,
and correcting work performance; to ensure
that goals are being met and that work is
being done as it should be.
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 What do managers do: Continued:

2) The management Roles:

Refers to specific actions or behaviors
expected of a manager.
Exhibit 1-5 Mintzberg showing the three
managerial roles:
Interpersonal, informational, and decisional
roles.

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 What do managers do: Continued:

a) Interpersonal roles: involve people and

other duties that are ceremonial and symbolic
in nature. ex: leader, figurehead, liaison)
b) Informational roles: involve collecting,
receiving, and disseminating information. ex:
monitor, disseminator, spokesperson.
c) Decisional roles: revolve around making
choices. Ex: entrepreneur, negotiator.

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 What do managers do: Continued:

3) Management Skills:
Managers need three essential skills: exhibit
1-6 show that.
Technical skills: be more important for first line
managers, because they manage employees
who use tools and techniques to produce the
organizational products. Knowledge and
techniques needed to proficiently perform
work tasks.
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 What do managers do: Continued:

Human skills: Are equally important to all

levels of management. Managers with good
human skills get the best out of their people.
They know how to communicate, motivate,
lead, and inspire enthusiasm and trust. The
ability to work well with others.

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 What do managers do: Continued:

Conceptual skills: be more important for top

managers, managers see organization as a
whole, understand the relationships among
various subunits. The ability to think and
conceptualize about abstract and complex
situations.

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 What do managers do: Continued:

Another Managerial skills involve: exhibit 1-7

delegating effectively (making sure work gets done
right).
Being an effective communicator.
Thinking critically.
Managing work load/time.
Identifying clear roles for employees.
Creating an environment of openness, trust, and
challenge.

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 How the managers job is changing:

In todays world, managers are dealing with

changing workplaces, changing technology,
security threats, ethical issues, global
economic (competitiveness), and political
uncertainties.
Exhibit 1-8 page 28 showing changes
affecting a managers job.
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 How the managers job is changing:
Continued:

Importance of innovation to the managers job:

Innovation means doing things differently, exploring
new territory, and taking risks, innovative effort can
be found in all types of organizations.
Management is needed in all types of organizations
(profit and nonprofit, all size of organization (small to
large), in all organization levels (bottom to top), in all
work areas, and in where org. located.

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 What is An Organization?

Its a deliberate arrangement of people to

accomplish some specific purpose.
Arranging and structuring work to accomplish
an organizations goals.

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 What is An Organization? Continued:

Organizations have three common

characteristics: exhibit 1-9
distinct purpose: expressed through goals that the
org. hopes to accomplish.
People: to perform the work that is necessary to
achieve the org. goals.
Deliberate structure: to explain the relationships
between org. units, the structure may be open and
flexible, showing job duties, rules, regulations, job
descriptions

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 Why study Management:

exhibit 1-10 page 31

A) the universality of management: means
management is needed in all types and sizes
of organizations, at all organizational levels,
in all organizational work areas, and in where
the org. located. In studying management ,
youll be able to recognize poor management
and work to get it corrected.

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 Why study Management: Continued:

B) The reality of work: people after

graduate and begin the real career life, will
either manage or managed, the
understanding of management, form the
foundation on which to build your
management skills.

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 Why study Management: Continued:

Rewards and Challenge of being

A manager:
exhibit 1-11 page 32, challenges first then
being a manager can be rewarding.

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