1

Managers and
Management
 Learning Outcomes
 Tell who the managers are and where they work.
 Define management.
 Describe what managers do.
 Identify the basic managerial roles that managers may play
and the skills they need to be successful.
 Describe the factors that are reshaping and redefining
management.
 Explain why it’s important to study management.
 ?Who are the managers
 A manager is:
• a person in an organization who coordinates and
oversees the work of other people to accomplish
the organizational goals.
• managers may have additional work duties not
related to coordinating the work of others.
• Ex: team leader, department head, supervisor,
project manager, president, administrator.
 Nonmanagerial Employees : Operatives
• people who help managers, their tasks represent the
real work of the organization
• (Ex: team members, work associates,
subordinates).
 ?Where do managers work

•Managers work in an Organization

•Organization
An organization is a group of people working together in a
structured and coordinated fashion to achieve a set of goals.
Organization is a system which operates through human activity.
OR
It is a deliberate (careful) arrangement of people to accomplish
some specific purpose.
There are three main characteristics for any organization:
 Common characteristics that organizations
share

1. Goals, which express the distinct purpose of a particular organization

2. People, who make decisions and engage in work activities to reach
the organization’s goals, and
3. A deliberate structure, which systematically defines and limits its
members’ behavior. That structure may be:
– open and flexible, with no specific job duties or strict adherence to
explicit job arrangements.
Or
– Traditional with clearly defined rules, regulations, job descriptions,
and some members identified as “bosses” who have authority over
other members
 Classifying managers
• Managers can be classified by their level in the
organization, particularly in traditionally
structured organizations.
• Traditionally structured organizations are
those organizations shaped like a pyramid or
hierarchical structure
• Because the number of employees are at the
lower organizational levels is greater than at
upper organizational levels.
 Managerial Levels
Top Level Management CEO
(Strategic managers)
COO

Middle Level Management General Mgr

(Tactical managers) Plant Mgr
Regional Mgr

First-Line Management Office Manager

(Operational managers)
Shift Supervisor
Department Manager
Team Leader
Non-managerial employees
(Operational Level)
 Top
Top Managers
Managers
hold
holdpositions
positionslike
likechief
chiefexecutive
executiveofficer
officer(CEO)
(CEO)
or
orchief
chiefoperating
operatingofficer
officer(COO)
(COO)
Responsible
Responsiblefor…
for…

Making
Making organization-wide
organization-wide decisions
decisions and
and
establishing
establishing plans
plans and
and goals
goals that
that affect
affect the
the entire
entire
organization.
organization.
Creating
Creating aa context
context for
for change
change
Developing
Developing attitudes
attitudes of
of commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action

Monitoring
Monitoring their
their business
business environments
environments
 Middle
Middle Managers
Managers
hold
holdpositions
positionslike
likeplant
plantmanager,
manager,regional
regionalmanager,
manager,
or
ordivisional
divisionalmanager
manager
Responsible
Responsiblefor…
for…

Setting
Settingobjectives
objectivesconsistent
consistentwith
withtop
top
management
managementgoals,
goals,planning
planningstrategies
strategies

Coordinating
Coordinatingand
andlinking
linkinggroups,
groups,
departments,
departments,and
anddivisions
divisions

Monitoring
Monitoringand
andmanaging
managingthe
theperformance
performance
of
ofsubunits
subunitsand
andmanagers
managerswho
whoreport
reportto
tothem
them

Implementing
Implementingthe
thechanges
changesor
orstrategies
strategies
generated
generatedby
bytop
topmanagers
managers
 First-Line
First-Line Managers
Managers
hold
holdpositions
positionslike
likeoffice
officemanager,
manager,shift
shiftsupervisor,
supervisor,
or
ordepartment
departmentmanager.
manager.
Responsible
Responsiblefor…
for…

Managing
Managingthe
theperformance
performanceof
of
entry-level
entry-levelemployees
employees

Teaching
Teachingentry-level
entry-levelemployees
employees
how
howtotodo
dotheir
theirjobs
jobs

Making
Makingschedules
schedulesand
andoperating
operatingplans
plansbased
basedon
on
middle
middlemanagement’s
management’sintermediate-range
intermediate-rangeplans
plans
 What do managers do?
• Management is a process of planning, decision
making, organizing, leading, motivation and
controlling human, financial, physical, and
information resources of an organization to reach its
goals efficiently and effectively.

Efficiency
Efficiency
Getting
Getting work
work
done
done through
through
others
others Effectiveness
Effectiveness
 What do managers do?
What is Management?

Planning
and decision Organizing
making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources

Controlling Leading
 What do managers do?
Efficiency
refers to getting the most output from the least amount of inputs
or resources.
Managers deal with scarce resources—including people, money,
and equipment—and want to use those resources efficiently.
efficiency is concerned with the means of getting things done
“doing things right,”.
Effectiveness
is often described as “doing the right things,” that is, doing those
work activities that will result in achieving goals.
 effectiveness is concerned with the ends, or attainment of
organizational goals
It’s not enough, however, just to be efficient. Management is also
concerned with employee effectiveness
Exhibit 1–3 Managerial Effectiveness and
Efficiency in Management
 What do managers do?
Three Approaches are used to Define What
Managers Do:

1.Functions they perform (Managerial

Functions)

2.Roles they play (Managerial Roles)

3.Skills they need (Management skills)

 1. Management Functions
Management Functions Meaning

Planning Determining organizational goals and

means for achieving them

Organizing Deciding where decisions will be made, who

will do what jobs and tasks, and who will
work for whom in the company.
Leading Inspiring and motivating workers to work
hard to achieve organizational goals.

Controlling Monitoring progress toward goal

achievement and taking corrective action
when progress isn’t being made
The Management Process
Planning and
Decision Making Organizing
Setting the organiza- Determining how
tion’s goals and best to group
deciding how best activities and
to achieve them resources

Controlling Leading
Monitoring Motivating members
and correcting of the organization
ongoing activities to work in the best
to facilitate goal interests of the
attainment organization
 2. Managerial roles
• Managerial roles refers to specific actions or
behaviors expected of and exhibited by a
manager.
• As shown in the next figure , 10 managerial
roles are grouped around:
1. Interpersonal relationships (interacting with
others).
2. The transfer of information (obtaining and
sharing of information)
3. Decision making (making sound decisions).
2. Managerial roles
 3. Management Skills
What types of skills do managers need?
•Robert L. Katz proposed that managers need three critical skills in
managing: technical, human, and conceptual.
•Technical skills are the job-specific knowledge and techniques
needed to proficiently perform work tasks. These skills tend to be more
important for first-line managers.
•Interpersonal skills, which involve the ability to work well with
other people both individually and in a group. Because all managers
deal with people, these skills are equally important to all levels of
management.
•Conceptual skills are the skills managers use to think and to
conceptualize situations. Using these skills:
managers see the organization as a whole
understand the relationships among various subunits
visualize how the organization fits into its broader environment.
3. Management Skills
 ?How is the manager’s job changing
• In today’s world, managers are dealing with global
economic and political uncertainties, changing
workplaces, ethical issues, security threats, and
changing technology.

• It’s likely that more managers will have to manage

under such demanding circumstances, and the fact is
that how managers manage is changing.

• The next figure shows some of the most important

changes facing managers.
?How is the manager’s job changing
 ?How is the manager’s job changing
• The increasing Importance of Customers to the
Manager’s Job
• Customers: are the reason that organizations exist.
– Managing customer relationships is the responsibility
of all managers and employees.
– Consistent high quality customer service is essential
for survival.
– customer-responsive organization
 ?How is the manager’s job changing

2.Importance of Social Media to the Manager’s Job

• Forms of electronic communication through which
users create online communities to share ideas,
information, personal messages, and other content.
• It appears that managers who actively make use of
social media have increases in performance.”
• Platforms such as Facebook and Twitter have moved
beyond personal uses to work, and managers need to
understand their power and dangers.
 ?How is the manager’s job changing
3. Importance of Innovation to the Manager’s Job
• Innovation means doing things differently, exploring
new territory, and taking risks.
• Innovation isn’t just for high tech or other
technologically sophisticated organizations. Innovative
efforts can be found in all types of organizations.
• Managers should work to get all employees involved in
the innovation process.
4. Importance of Sustainability to the Manager’s Job
• Sustainability – a company’s ability to achieve its
business goals and increase long-term shareholder value
by integrating economic, environmental, and social
opportunities into its business strategies.
 ?Why study management
The universality of management
•The importance of studying management in today’s
dynamic global environment can be explained by looking at
the universality of management, the reality of work, and the
rewards and challenges of being a manager.

•Management is needed in all types (profit, not for profit),

and sizes (small to large) of organizations, at all
organizational levels (top to bottom), in all organizational
areas (manufacturing, marketing, …), and in organizations
no matter where located.
 ?Why study management
The Reality of Work
•Another reason for studying management is the reality
that for most of you, once you graduate from college and
begin your career, you will either manage or be
managed.
•For those who plan to be managers, an understanding of
management forms the foundation upon which to build
your management knowledge and skills.
•For those of you who don’t see yourself managing,
you’re still likely to have to work with managers.
 ?Why study management
Rewards and Challenges of Being a Manager