Introduction to Management
What is Management?
• All managers work in organizations
• Organizations – collections of people
who work together and coordinate their
actions to achieve a wide variety of goals
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What is Management?
Definition:
It is the art of getting work
done through others
What is Management?
Management is the Process of
planning, organizing, leading, and
controlling of human and other
resources to achieve stated
organizational goals effectively and
efficiently
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Management is…
Getting Efficiency
work
done
through Effectiveness
others
What is Management?
□ Definition: Coordinating work activities so
that they are completed efficiently and
effectively with and through other people
□ Efficiency: Doing things right (getting
the most output from the least input)
□ Effectiveness: Doing the right things
(completing activities so that the
organization’s goals are attained).
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Managers
Managers –
– The people responsible for supervising the
use of an organization’s resources to meet
its goals
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Managerial Tasks and
communications
• All managers in organizations perform
each of the four essential managerial
tasks of planning, organizing, leading,
and controlling
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Four Functions of Management
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Planning
Implies that managers think
(identifying and selecting) through
their goals and actions in advance.
Their actions are usually based on
some method, plan, or logic, rather
than on a hunch.
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Organizing
Means that managers coordinate the
human and material resources of the
organization. The effectiveness of an
organization depends on its ability to
marshal its resources to attain its goals.
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Leading
Describes how managers direct
and influence subordinates, getting
others to perform essential tasks.
By establishing the proper
atmosphere, they help their
subordinates do their best.
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Controlling
Means that managers attempt to
assure that the organization is moving
toward its goals. If some part of their
organization is on the wrong track,
managers try to find out why and set
things right
The outcome of the control process is the ability to
measure performance accurately and regulate
organizational efficiency and effectiveness
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Decisional Roles
Roles associated with methods managers use in planning
strategy and utilizing resources.
– Entrepreneur—deciding which new projects or programs to
initiate and to invest resources in.
– Disturbance handler—managing an unexpected event or
crisis.
– Resource allocator—assigning resources between
functions and divisions, setting the budgets of lower
managers.
– Negotiator—reaching agreements between other
managers, unions, customers, or shareholders.
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Interpersonal Roles
Roles that managers assume to provide direction and
supervision to both employees and the organization as
a whole.
– Figurehead—symbolizing the organization’s mission
and what it is seeking to achieve.
– Leader—training, counseling, and mentoring high
employee performance.
– Liaison—linking and coordinating the activities of
people and groups both inside and outside the
organization.
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Informational Roles
Roles associated with the tasks needed to obtain and
transmit information in the process of managing the
organization.
– Monitor—analyzing information from both the internal
and external environment.
– Disseminator—transmitting information to influence the
attitudes and behavior of employees.
– Spokesperson—using information to positively
influence the way people in and out of the organization
respond to it.
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Levels of Management
Top Level
Management
•CEO
•Chairman
•General Mgr
•Plant Mgr
•Regional Mgr
•Office Manager Middle Level
•Shift Supervisor Management
•Department Manager
•Team Leader
First-Line
Management
Top Managers
Responsible for Setting strategies such as:
Creating a context for change
Developing attitudes of commitment
and ownership in employees
Creating a positive organizational
culture through language and action
Monitoring their business environments
Middle Managers
Responsible for setting policies such as:
Setting objectives consistent with top
management goals, planning preset strategies
Coordinating and linking groups,
departments, and divisions
Monitoring and managing the performance
of subunits and managers who report to them
Implementing the changes or strategies
generated by top managers
First-Line Managers
Responsible for daily operations
Managing the performance of
entry-level employees
Teaching entry-level employees
how to do their jobs
Making schedules and operating plans based on
middle management’s intermediate-range plans
Relative Amount of Time That Managers Spend on
the Four Managerial Functions
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What Companies Look for in
Managers
Technical Skills Human Skill
Conceptual Skill Analytical Skill
Managerial Skills
• Conceptual skills
– The ability to analyze and diagnose a situation and
distinguish between cause and effect.
• Human skills
– The ability to understand, alter, lead, and control
the behavior of other individuals and groups.
• Technical skills
– Job-specific skills required to perform a particular
type of work or occupation at a high level.
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Skill Types Needed
Figure 1.5 1-25
