Orientation

• Name: Keo Rina

• Job: Teacher Trainer at National Institute of Education

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 Lecture Processes
1. Attendance: 10%
2. Midterm: 20 %
3. Assignment 30%
✓ Quizzes 4 (10%)
✓ Homework 4 (10%)
✓ Assignment 2 (10%)
4. Final Exam: 40%

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 Students’ Orientation
• Name:……….
• Hometown:………..
• Job:……….
• Favorite:……….
• Goal:………..
• Why did you choose BBA at IU?

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Part 1: Introduction

Chapter 1

Managers
and
Management
Organizations
• Organization
➢ A systematic arrangement of people brought together
to accomplish some specific purpose; applies to all
organizations—for-profit as well as not-for-profit
organizations.
➢ Where managers work (manage)
• Common characteristics
➢ Goals
➢ Structure
➢ People

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Common Characteristics of Organizations

EXHIBIT 1.1
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People Differences
• Operatives
➢ People who work directly on a job or task and have
no responsibility for overseeing the work of others
• Managers
➢ Individuals in an organization who direct the activities
of others

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Organizational Levels

EXHIBIT 1.2
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Identifying Managers
• First-line managers
➢ Supervisors responsible for directing the day-to-day
activities of operative employees
• Middle managers
➢ Individuals at levels of management between the first-
line manager and top management
• Top managers
➢ Individuals who are responsible for making decisions
about the direction of the organization and
establishing policies that affect all organizational
members
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Management Defined
• Management
➢ The process of getting things done, effectively and
efficiently, through and with other people
➢ Efficiency
❖ Means doing the thing correctly; refers to the
relationship between inputs and outputs; seeks to
minimize resource costs
➢ Effectiveness
❖ Means doing the right things; goal attainment

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Efficiency and Effectiveness

EXHIBIT 1.3
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Management
Process
Activities

Management process:
planning, organizing,
leading, and controlling EXHIBIT 1.4
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Management Process
• Planning
➢ Includes defining goals, establishing strategy, and
developing plans to coordinate activities
• Organizing
➢ Includes determining what tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made

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Management Process
• Leading
➢ Includes motivating employees, directing the activities
of others, selecting the most effective communication
channel, and resolving conflicts
• Controlling
➢ The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations

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Mintzberg’s Managerial Roles

EXHIBIT 1.5
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Is The Manager’s Job Universal?
• Level in the organization
➢ Do managers manage differently based on where they are in the
organization?
• Profit versus not-for-profit
➢ Is managing in a commercial enterprise different than managing
in a non-commercial organization?
• Size of organization
➢ Does the size of an organization affect how managers function in
the organization?
• Management concepts and national borders
➢ Is management the same in all economic, cultural, social and
political systems?

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 Distribution of Time per Activity by
Organizational Level

Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, EXHIBIT 1.6

Source: Adapted from J. G. P. Paolillo, “The Manager’s Self Assessments of Managerial Roles: EXHIBIT 1.7
Small vs. Large Firms,” American Journals of Small Business, January–March 1984, pp.61–62.
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General Skills for Managers
• Conceptual skills
➢ A manager’s mental ability to coordinate all of the
organization’s interests and activities
• Interpersonal skills
➢ A manager’s ability to work with, understand, mentor, and
motivate others, both individually and in groups
• Technical skills
➢ A manager’s ability to use the tools, procedures, and
techniques of a specialized field
• Political skills
➢ A manager’s ability to build a power base and establish the
right connections

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Specific Skills for Managers
• Behaviors related to a manager’s effectiveness:
➢ Controlling the organization’s environment and its
resources.
➢ Organizing and coordinating.
➢ Handling information.
➢ Providing for growth and development.
➢ Motivating employees and handling conflicts.
➢ Strategic problem solving.

➢The End
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