1

Chapte
r

Managers
and
Managem
ent
1-1

Learning Outcomes
Tell who managers are and where they
work
Define management
Describe what managers do
Explain why its important to study
management
Describe the factors that are
reshaping and redefining management
1-2

1-3

Who Are Managers?

Where Do They Work?

Organization
A deliberate arrangement of people
brought together to accomplish a
specific purpose.

Common Characteristics of
Organizations
1. Goals - Distinct purpose
2. People working together (Social entity)
3. structure
1-4

Value
-s/holders
-customers
Innovations
Mtn. integrity

people
Decision &
activities

To defines & limits

Behavior of members
-structure
-rules & regulations
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.
Eg- associates, team members, accounts
officer, IT specialist, purchasing clerk..

Managers
Individuals in organizations who direct
the activities of others.
Eg. Manager - production, purchasing, a/c.
1-6

1-7

What Titles Do Managers

Have?
Top Managers
Responsible - direction of the organization.
Establishing policies & philosophies
Eg. President, CEO, VP
Middle Managers
Manage the activities of other managers.
Translate the goals set by top managers into specific
detail that lower managers can get things done.
Eg. District Manager, Division Manager
First-line Managers
directing nonmanagerial employees (day to day
activities)
Eg. Supervisor, Team Leader
1-8

1-9

What Is Management?
Management
The process of getting things done effectively
and efficiently, with and through people

Effectiveness
Doing the right things, doing those tasks that
help an organization reach its goals (ends)

Efficiency
Concerned with the means, efficient use of
resources like people, money, and equipment
Most output with least input - cost (means)

1-10

Copyright 2011 Pearson

Education, Inc. Publishing as
Prentice Hall.

1-11

The Process of Management

1-13

What Do Managers Do?

In the functions approach
proposed by French
industrialist Henri Fayol,
all managers perform
certain activities or
functions
-plan, organize, command,
coordinate and control
1-14

Four Management
Functions
Planning

Defining the organizational purpose (goals)

and ways (strategy & plan) to achieve it

Organizing

Arranging and structuring work to accomplish

organizational goals (what? How ? Who?)

Leading

Directing the work activities of others

Direct, coordinate, motivating
communication channel
Influencing change behavior.Resolve conflicts

Controlling

Monitoring, comparing-std, and correcting

work performance (cost, quality, service..)
1-15

What Roles Do Managers Play?

Henry Mintzberg (60s) observed that a
managers job can be described by ten roles
performed by managers in three general
categories.

Interpersonal Roles
Figurehead, Leader, and Liaison

Informational Roles
Monitor, Disseminator and Spokesperson

Decisional roles
Entrepreneur, Disturbance Handler,
Resource Allocator and Negotiator
1-16

1-17

(i) Interpersonal Roles

Interpersonal roles refer to relationships
with others and are related to human skills.
The figurehead role - handling of ceremonial
and
symbolic functions for the organization
(signing mou).
The leader role - the relationship with
subordinates including motivation,
communication, and influence.
The liaison role - the development of
information sources both inside and outside the
organizations.

(ii) Informational Roles

Informational roles include the functions used to
maintain and develop an information network.

monitor role - seeking current information from

many sources (written mat.& peoples).

disseminator role- the manager transmits

information to others- inside and outside the orgn

spokesperson role - making official statements

to people outside the organization about
company policies, actions, or plans.

(iii) Decisional Roles

Decisional roles come into play when managers
must make choices. These roles often require both
conceptual and human skills.
The entrepreneur role - initiation of change.
Managers seek ways to solve problems or
improve operations.
The disturbance handler role - resolving
conflict among subordinates, between
managers, or between departments.
The resource allocator role - allocating
resources in order to attain desired outcomes.
(get $, budget)
The negotiator Union,
role other
- involves
formal
dept., supplier
negotiations and bargaining to attain outcomes
for the managers unit of responsibility.

What Skills Do Managers Need?

Robert Katz and others describe four critical skills in
managing
Conceptual Skills
Used to analyze & diagnose complex situations (fit)SWOT
Interpersonal Skills
Used to communicate, motivate, mentor and delegate
Technical Skills
Based on specialized knowledge required for work
Political Skills
Used to build a power base and establish connections
Getting resources
1-21

Is The Managers Job

Universal?
managers job varies with along several
dimensions

Level in the Organization

Top level managers do more planning,
designing overall orgn. Structure rather
than supervisors & designing jobs for
individual & work groups.

Profit vs. Nonprofit

Management performance is measured
on different objectives

1-22

Is the Managers Job

Universal? (contd)
Size of the Organization
Small buss -emphasis in the
management role of spokesperson
Eg .Meeting cust., bankers,
searching new opp., & stimulating
change

Generalist daily act

Less formal structure
Direct control-obs->obj.

- Large orgn Int. resource

allocation to buss. Unit focus.
National Borders (transferable?)
These concepts work best in
English-speaking countries and
may need to be modified in other
global environments

Small business managers

Spend much of their time
1-23
In entrepreneurial activities

O-L

O-L

P-O

1-24

1-25

1-26

Why Study Management?

We all benefits from efficiently and

effectively run business.
Well managed organization prosper
even in challenging economic times.
After graduation most students become
managers or are managed (career)

Copyright 2011 Pearson

Education, Inc. Publishing as
Prentice Hall.

1-27

1-28

What Factors Are Reshaping

and Redefining Management?
Today, managers must deal with:
Changing workplaces
flexi. Work/virtual flexi structure
diverse workforce recruitment
policy
team vs individual

empowering vs autocratic
Ethical and trust issues
Trader Joes
Global economic uncertainties
success results
Changing technologies digital from outstanding

customer
service.
1-29

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 customerresponsive environment where employees
are friendly, knowledgeable, and sensitive
to customer needs.

1-30

How Do Organizations Make

the Customer King?
Stew Leonard, CEO of the largest dairy business
with stores in southern Connecticut and in New York,
says it only has two rules in his business.

Rule 1the customer is always right.

Rule 2if the customer is ever wrong, reread
Rule 1.

Managers are being

Leonards of the world.

influenced

by

the

Stew

Long-term success can be achieved only by

satisfying the customer.
Customers have more choices than ever before,
and are therefore more difficult to please.
Customers are demanding quicker service,
higher quality, and more value for their money.
1-31

Why Is Innovation
Important?
Nothing is more risky
than not innovating.
Innovation isnt only
important for high
technology companies; it
is essential in all types of
organizations.
Doing things differently
(product, process, service)
Exploring new territory
Taking risks
1-32

Thank you

1-33