Chapter 1

Introduction to
Management and Organizations
Manager
A manager is someone who coordinates and oversees
the work of other people so that organizational goals
can be accomplished. It is not about personal
achievement but helping others do their job.

Managers may also have additional work duties not

related to coordinating the work of others.
 Top
Managers

Middle Managers

First-Line Managers

Nonmanagers
 Managers can be classified by their level in the
organization, particularly in traditionally
structured organizations—those shaped like a
pyramid
1) First-line managers (often called supervisors)
are located on the lowest level of management.

2) Middle managers include all levels of

management between the first-line level and the
top level of the organization.

3) Top managers include managers at or near the

top of the organization who are responsible for
making organization-wide decisions and
establishing plans and goals that affect the entire
organization.
Top managers
• Top managers make up the relatively small group of executives
who manage the overall organization.
• Titles include: president, Vice president, and chief executive
officer ( CEO).
1. They manage the overall organizations.
2. They create the organization`s goals.
3. They create overall strategy.
4. And operating policies.
5. They also represent the organization to the external
environment by meeting with government officials,
executives of other organizations.
6. Top managers make decisions about many activities like
acquiring other companies, investing in research and
development, entering various markets, building new plants
and office facilities.
Middle managers
• Middle managers is the largest group of managers in most
organizations.

• Common middle management titles include plant manager,

operation manager, and division head.

1. They are responsible for implementing the policies and plans

developed by top managers.
2. They are responsible for supervising and coordinating the
activities of lower level managers.
3. Middle managers are necessary to bridge ( connect and
coordinate) the upper and lower levels of the organization.
First -Line managers
• Common title for first-line managers are supervisor,
coordinator, and office manager.

1. First- line managers supervise and coordinate the activities of

operating employees.

2. They oversee the day-to-day operations .

3. They handle other routine administrative duties.

4. First –line managers spend much of their time supervising

the work of subordinates.
Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

1) Coordinating and overseeing the work of others

is what distinguishes a managerial position from
a nonmanagerial one.

2) Efficiency is getting the most output from the

least amount of inputs in order to minimize
resource costs. Efficiency is often referred to as
“doing things right”
3) Effectiveness is completing activities so that
organizational goals are attained and is often
described as “doing the right things”
 Management Functions

According to the functions approach managers perform

certain activities to efficiently and effectively coordinate
the work of others. They can be classified as

1) Planning involves defining goals, establishing

strategies for achieving those goals, and developing
plans to integrate and coordinate activities.

2) Organizing involves arranging and structuring work

to accomplish the organization’s goals.

3) Leading involves working with and through people to

accomplish organizational goals.

4) Controlling involves monitoring, comparing, and

correcting work performance.
Basic managerial roles
Interpersonal roles:

1. The manager expected to serve as a figurehead, the main role

of figurehead is to represent the organization, and he/she
should be as a symbol of his/her organization( taking visitors
to dinner, attending ceremonies and the like).
2. The manager is expected to serve as a leader : hiring, training
and motivating employees ( a manager who shows
subordinates how to do things and how to perform under
pressure is leading).
3. Managers can have a liaison role which involves serving as a
coordinator or link among people, groups, or organizations
Basic managerial roles
Informational roles:

1. The first informational role is that of monitor which means

gathering and scanning information that may be of value.
2. The manager is also a disseminator of information,
transmitting relevant information back to others in the
workplace.
3. The manager emerges as a vital link in the organization`s
chain of communication.
4. The managers plays an important role focusing on external
communication , the manager relays information to people
outside the unit or outside the organization.
Basic managerial roles
Decisional roles:
1. The manager has the role of entrepreneur (the initiator of
change).
2. The manager play a role as disturbance handler by handling
problems like strikes, copyright problems, or problems in public
relations or corporate image.
3. The third decisional role is that of resource allocator, the
manager decides how resources are distributed and with whom
he or she will work most closely. For example, a manager
allocates the funds among the unit`s members and projects.
4. A fourth decisional role is that of negotiator, the manager enters
into negotiations with other groups or organizations as a
representative of the company ( a manager may negotiates a
union contract, an agreement with a consultant, or a long-term
relationship with supplier, negotiate with another department
for additional support)
Basic managerial skills
Technical skills
1. Technical skills are the skills necessary to accomplish or
understand the specific kind of work being done in the
organization.
2. Technical skills are important for first-line managers, those
managers need these skills for training subordinates and
answering questions about work- related problems.

Interpersonal skills
1. The ability to communicate with, understand and motivate
both individuals and groups.
2. The manager must be able to deal with subordinate, peers,
and those at higher levels of the organization.
3. The manager must also be able to work with suppliers,
customers, investors and others outside of the organization.
Basic managerial skills
Conceptual skills
1. Managers need the mental ability to understand the overall
workings of the organization and its environment.
2. This ability needed to grasp how all the parts of organization
fit together
3. This allows them to think strategically, to see “ the big picture:
and to make broad- based decisions.
An organization is a deliberate arrangement of
people to accomplish some specific purposes.
Organizations share three common
characteristics:
(1)Each has a distinct purpose
(2) Each is composed of people
(3) Each develops some deliberate structure so
members can do their work.
 Rewards and Challenges of Being a Manager

Challenges
a) Managers may have difficulty in effectively
blending the knowledge, skills, ambitions,
and experiences of a diverse group of
employees.

b) A manager’s success typically is dependent

on others’ work performance.
 Rewards
a) Managers have an opportunity to create a work
environment in which organizational members can do
their work to the best of their ability and help the
organization achieve its goals.

b) Managers often receive recognition and status in the

organization and in the larger community; influence
organizational outcomes; and receive appropriate
compensation.

c) Knowing that their efforts, skills, and abilities are needed

by the organization gives many managers great
satisfaction.

The manager of today must integrate management skills

with new approaches that emphasize the human touch,
enhance flexibility, and involve employees.