Professional Documents
Culture Documents
C H A P T E R O N E
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Introduction to
Management
and Organizations
Lecture Outline
Introduction
Who Are Managers?
What Is Management?
What Do Managers Do?
Management Functions and
Processes The concepts of organizations,
Management Roles managers, and management are
Interpersonal Roles explored in this chapter. Every
Informational Roles organization, regardless of size, type, or
Decisional Roles location, needs managers who have a
Management Skills
variety of characteristics. Managers may
Technical Skills
come from any nationality or be of either
Human Skills
Conceptual Skills
gender. Tom Gegax, founder and CEO of
How the Manager’s Job is Changing Tires Plus, is a good example of what
What Is an Organization? today’s successful managers are like
Why Study Management? and the skills they must have in dealing
The Universality of Management with the problems and challenges of
The Reality of Work managing in the twenty-first century.
Rewards and Challenges of Being a His simple management philosophy
Manager
captures the essence of managing in
the 21st century: “Take care of yourself
and treat others fairly. It makes better
people who do good things. Better
people translate into better business.”
Tom’s management philosophy stems
from personal challenges that have
forced him to put balance in his
personal and work life. This philosophy
is transferred to the workplace. The
new philosophy has resulted in many
changes at the company and will
contribute to the successful
accomplishment of the company’s goals
including national expansion and
doubling the size of the firm. This
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chapter describes the work that Gegax
and other managers at all levels and in all
functional areas of an organization
perform.
Many PowerPoint Slides, including both original text art and newly
created images, have been developed and are available for you to
coordinate with Chapter 1 materials presentation.
ANNOTATED OUTLINE
1. INTRODUCTION.
The concept of management and managers is introduced in this
chapter. Five questions are addressed:
A. Who are managers?
B. What is management?
C. What do managers do?
D. What is an organization, and how is the concept of an
organization changing?
E. Why study management?
Q&A 1.1 If many traditional workers jobs now include managerial activities, why
are managers needed in organizations?
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people by coordinating their work activities in order to
accomplish organizational goals. However, keep in mind
that managers may have other work duties not related to
integrating the work of others.
Q&A 1.2 Why are organizations visualized as pyramids? Does this pyramidal
shape reflect the new realities of what organizations are like?
3. WHAT IS MANAGEMENT?
A. Management refers to the process of coordinating and
integrating work activities so that they’re completed
efficiently and effectively with and through other people.
1. The process refers to the ongoing functions or
primary activities engaged in by managers.
2. Coordinating others’ work activities is what
distinguishes a manager’s job from a non-
managerial one.
3. Efficiency is getting the most output from the
least amount of inputs, the goal of which is to
minimize resource costs. (See Exhibit 1.2.)
4. Effectiveness is completing activities so that
organizational goals are attained; often described
as “doing the right things.” (See Exhibit 1.2.)
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¬ NOTES Educational Materials to
Use
Q&A 1.3 Are effective organizations also efficient? Are efficient organizations
effective?
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reports to whom, and where decisions are to
be made.
c. Leading includes motivating subordinates,
influencing individuals or teams as they
work, selecting the most effective
communication channel, or dealing in any
way with employee behavior issues.
d. Controlling is monitoring activities to
ensure that they are being accomplished,
comparing performance with previously set
goals, and correcting any significant
deviations.
2. The reality of managing isn’t quite as simplistic as
these descriptions imply. It’s more realistic to
describe managers’ functions from the perspective
of a process.
3. The management process is the set of ongoing
decisions and work activities in which managers
engage as they plan, organize, lead, and control.
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the most useful way of classifying the manager’s
job.
Managers with good human skills are able to get the best out of their
people. They know how to communicate, motivate, lead and inspire
enthusiasm and trust. Self-Assessment #20 “What’s My Emotional
Intelligence Score?” will provide students with an assessment of their
emotional intelligence that is necessary for effective management and
leadership. This Self-Assessment Library will help students begin to
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understand their own personal characteristics. Students may want to
reflect on the following questions:
n What did you find out about yourself in doing this exercise? Did
anything surprise you about your assessment?
n How can you use this information in helping you to plan your
career?
n Do you think this information will help you as a manager? How?
Effective management is based on our ability to be “in tune” with our
own personal characteristics. By understanding our own unique
strengths and weaknesses, we can develop a more effective
managerial style.
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Managers have always had to deal with changes taking place inside
and outside their organizations. Often, complete information is not
available. Self-Assessment #7 “How Well Do I Handle Ambiguity?” will
contribute to students’ understanding of their own personal
characteristics. Students may want to reflect on the following
questions:
n What did you find out about yourself in doing this exercise? Did
anything surprise you about your assessment?
n How can you use this information in helping you to plan your
career?
n Do you think this information will help you as a manager? How?
Emphasize that we should all attempt to be “in tune” with our own
personal
characteristics. By understanding our own unique strengths
5. WHAT IS AN ORGANIZATION?
Organizations need managers. An organization is a deliberate
arrangement of people to accomplish some specific purpose.
A. Organizations share three common characteristics:
(1) each has a distinct purpose; (2) each is
composed of people; and (3) each develops some
deliberate structure so members can do their work.
(See Exhibit 1.9.)
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B. Organizations are changing because the world
around them has
changed and is continuing to change. These
societal, economic, global, and technological
changes have created an environment in which
successful organizations must embrace new ways
of getting their work done.
Q&A 1.4 I know some very successful managers who never took a course in
management. Can’t you just learn this stuff on the job?
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provides insights into the way your boss behaves and the
internal working of organizations. You don’t have to
aspire to be a manager to gain something valuable from a
course in management.
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n How can you use this information in helping you to plan your
career?
n Do you think this information will help you as a manager? How?
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3. Why do you think skills of job candidates have become so
important to employers? What are the implications for (a)
managers, in general, and (b) you, personally?
Skills of job candidates have become important to employers
because of today’s demanding and dynamic workplace.
Employees need to be willing to constantly upgrade their skills
and take on extra work outside their own specific job area.
The implication for managers of the increasing
importance of employee skills is that the job of integrating and
coordinating the work of others becomes more challenging.
However, it also means that the people a manager manages
may have more skills and can be more involved in designing
ways to do their jobs effectively and efficiently. A final
implication is that organizations will need to provide continual
skills training to their employees so they can keep their skills
upgraded.
The personal implications that students cite are likely to
vary. This would be a good time to introduce the skill-building
modules that are found at the end of the textbook.
WORKING TOGETHER—Team-Based
Exercise
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Human skills that he employs demonstrate his commitment to
open communication, innovation and creativity. The structure
of the organization demonstrates the application of conceptual
skills by designing an office that encourages communication and
team skills while focusing on the mission of the firm to delight
the customer. The office is arranged in a nomadic fashion
without proprietary desks or other office equipment. This
arrangement encourages staff to work together and to develop
a team approach to attaining the firm’s goals as expressed in
the mission.
4. Would LLG’s approach work for all CPA firms? Why or why not?
What could other managers learn from Steven Siegel?
Each manager develops his or her own style. Not all CPA firms
would necessarily benefit from LLG’s approach. This may
depend on the type of customers, management, organizational
design, and other factors. Other managers could learn the value
and benefit of innovation and a strong emphasis on people as a
key to organizational success.
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ADDITIONAL CHAPTER INFORMATION
Managerial pay is a topic area that students often ask about. Good
managerial skills are valued by organizations, and compensation
packages typically reflect this. What kind of salary can students expect
to make as a manager? The answer to this question depends on the
level in the organization, the individual’s education and experience,
the type of business the organization is in, comparable pay standards
in the community, and how effective the individual is at managing. You
can check out managerial compensation information at any of the
following World Wide Web sites:
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