CHAPTER 1

MANAGERS AND MANAGEMENT

 WHO ARE MANAGERS & WHERE DO
THEY WORK?
• Managers
– Individuals in an organization who direct and oversees
the activities of other people in the organization.
• Nonmanagerial employees
– People who work directly on a job or task and have no
responsibility of overseeing the work of others.
• Organization
– deliberate arrangement of people brought together to
accomplish some specific purpose.
CHARACTERISTICS OF ORGANIZATION
 1. DISTINCT PURPOSE
• Express in terms of a goal or set of goals.
• For example, Disney goal is, “focus on what
creates the most value for our shareholders by
delivering high quality creative content and
experiences, balancing respect for our legacy
with the demand to be innovative, and
maintaining the integrity of our people and
products”.
 2. PEOPLE
• Organizational goals can only be achieved with
the help of people.
• An organization’s people make decision and
engage in work activities to make goal(s) a
reality.
 3. STRUCTURE
• Develop a deliberate and systematic structure
that defines and limits behavior of its
members.
• Rules and regulations might guide what
people can and can not do, some people
might supervise others, work team might be
formed, or jobs descriptions might be created
so organizational members know what they’re
supposed to do.
MANAGEMENT LEVELS
 TOP MANAGERS
• Those at or near the top of an organization.
• He is responsible for making decisions about
the direction of the organization and
establishing policies and philosophies that
affect all organizational members.
• Titles such as President, vice president,
chancellor, managing director, chief operating
office, chief executive officer, or chairperson.
 MIDDLE MANAGERS
• Managers between the lowest and top level
managers in the organization.
• For example, plant manager.
• This manager often manage other managers
and maybe some nonmanagerial employees
and are responsible for translating the goals
set up by the top managers into specific
details that lower managers will see get done.
 FIRST LINE MANAGERS
• Individuals responsible for directing the day to
day activities of nonmanagerial employees.
• For example, shift manager in a plant/facility.
• They are often called supervisors, team
leaders, coaches, or unit coordinators.
 WHAT IS MANAGEMENT?
• Management
– The process of getting things done, effectively and
efficiently, with and through other people.
• Process
– Set of ongoing and interrelated activities.
 EFFICIENCY AND EFFECTIVENESS
• Efficiency
– Doing a task correctly (doing things right)
– Getting the most output from the least amount of
inputs.
– Inputs such as people, money and equipment.
• Effectiveness
– Doing those work tasks that help an organization
reach its goals (doing right things)
– Concerned with the ends, or attainment of
organizational goals.
 WHAT DO MANAGERS DO?
• Four (4) management functions are:
– Planning
– Organizing
– Leading
– Controlling
 WHAT ARE MANAGEMENT ROLES
• Managerial roles – referring to specific categories
of managerial actions or behaviors expected of a
manager.
• Henry Mintzberg’s Managerial Roles
– Interpersonal roles
• Ones that involve people (subordinate and persons outside
the organization)
– Informational roles
• Collecting, receiving and disseminating information.
– Decisional roles
• Making decisions or choices.
 WHAT SKILLS DO MANAGERS NEED?
• Conceptual Skills
– To analyze and diagnose complex situations.
– See how things fit together and facilitate making
good decisions.
• Human/Interpersonal Skills
– Involved with working well with other people by
communicating, motivating, mentoring and
delegating.
WHAT SKILLS AND COMPETENCIES DO
MANAGERS NEED (cont…)
• Technical Skills
– Job specific knowledge and techniques needed to
perform work tasks.
– Related to knowledge of the industry and a general
understanding of the organization’s processes and
products.
• Political Skills
– Build a power base and establish the right
connections.
– Who have and know how to use it tends to be better.
WHAT COMPETENCIES DO MANAGERS
NEED?
• Traditional Functions
– Decision making, short term planning, goal
setting, monitoring and team building , etc.
• Task Orientations
– Urgency, assertiveness, decisiveness, initiative and
etc.
• Personal Orientations
– Compassion, assertiveness, politeness, customer
focus and etc.
WHAT COMPETENCIES DO MANAGERS
NEED? (cont…)
• Dependability
– Personal responsibility, trustworthiness, loyalty
and professionalism and etc.
• Open mindedness
– Tolerance, adaptability, creative thinking and etc.
• Emotional control
– Resilience and stress management.
WHAT COMPETENCIES DO MANAGERS
NEED? (cont…)
• Communication
– Listening, oral communication, public
presentation, etc.
• Developing self and others
– Performance assessment, self-development,
providing developmental feedback, etc.
• Occupational acumen and concerns
– Technical proficiency, concerned with quality and
quantity, financial concerns, etc.
 WHY STUDY MANAGEMENT?
• Interested in improving the organizations are
managed.
• By studying management, you can gain insight
into the way your boss and fellow employees
behave and how organizations function.
WHAT FACTORS ARE RESHAPING AND
REDEFINING MANAGEMENT
• High quality customer service
– Essential for survival and success in today’s
competitive environment and employees are
important.
– Must create a customer responsive organizations
where employees are friendly and courteous,
accessible, knowledgeable, prompt in responding
to customer needs and willing to do what’s
necessary to please the customers.
WHAT FACTORS ARE RESHAPING AND
REDEFINING MANAGEMENT (cont…)
• Encouraging innovative efforts
– In today’s employment, to get employee’s
productivity and loyalty isn’t pay, benefits or
workplace environment is not important but the
quality of relationship between employees and
their supervisors.
– If an organization failed to manage its people, it
can significantly affect its financial performance.