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Managers and
Management

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 Learning Outcomes
 Explain why it’s important to study management.
 Describe the factors that are reshaping and
redefining management.
 Tell who 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.

1-2 Copyright ©2017 Pearson Education, Inc.

 WHY STUDY 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.
• This is known as the universality of management.

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 WHY STUDY MANAGEMENT?

• The more efficient and effective use of

scarce resources that organizations
make of those resources, the greater
the relative well-being and prosperity
of people in that society
• Helps people deal with their bosses
and coworkers
• Opens a path to a well-paying job and
a satisfying career

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HOW IS THE MANAGER’S JOB CHANGING?
1.Importance of Customers to the Manager’s Job
• Customers: 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
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.

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 HOW IS THE MANAGER’S JOB CHANGING?
3. Importance of Innovation to the Manager’s Job
• Innovation
– Doing things differently, exploring new
territory, and taking risks.
– Managers should encourage employees to be aware of and
act on opportunities for innovation.
4. Importance of Sustainability to the Manager’s Job

• Sustainability a company’s ability to

– business achieve its and
goals
value by integrating increase
economic, long-term
environmental, and
social opportunitiesshareholder
into its business strategies.
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 Who are 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.
• team leader, head department, supervisor, project
manager, dean, president, administrator
Nonmanagerial Employees : Operatives
people who managers help, their tasks represent the real work
of the organization
(team members, work associates, subordinates).
 Where do managers work?
Organization
Organization is a system which operates through
human activity.
OR
It is a deliberate arrangement of people to
accomplish some specific purpose.
So there are three main characteristics for any
organization:
1) Distinct 2) Deliberate
Purpose Structure
3) People
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.
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 Classifying managers
• Managers can be classified by their level in the
organization, particularly in traditionally
structured organizations—those shaped like a
pyramid (pyramid or hierarchical structure),
because more employees at
are organizational levels lower at
than
organizational levels. upper
 Managerial Levels

Top Level Management CEO

(Strategic managers)
COO
Middle Level Management
(Tactical managers) General Mgr
Plant Mgr
Regional Mgr
First-Line Management
(Operational managers) Office Manager
Shift Supervisor
Department Manager
Team Leader
Non-managerial
 Top Managers
hold positions like chief executive officer (CEO)
or chief operating officer (COO)
Responsible for…

Making organization-wide decisions and

establishing plans and goals that affect the entire
organization.

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
hold positions like plant manager, regional manager,
or divisional manager
Responsible for…

Setting objectives consistent with top

management goals, planning 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
hold positions like office manager, shift supervisor,
or department manager.
Responsible for…

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
What is Management?
• A set of activities
– planning and decision making, organizing, leading,
and controlling
directed at an organization’s resources
– human, financial, physical, and information
with the aim of achieving organizational goals in an
efficient
and effective manner.

Efficiency
Getting work
done through
others Effectiveness
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 Is Management? (cont’d)
•Managerial Concerns
– Efficiency
• “Doing things right”
– Getting the most output for
the least inputs
– Effectiveness
• “Doing the right things”
– Attaining organizational
goals
Basic Purpose of Management

EFFICIENTLY
Using resources wisely and
in a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them
Exhibit 1–3 Managerial Effectiveness and
Efficiency in Management
 What Is Management?
• Efficiency and effectiveness are interrelated.
– It’s easier to be effective if one ignores efficiency.
– Good management is concerned with both, the
attainment of goals (effectiveness) and efficiency
in the process.
– Poor management involves being inefficient and
ineffective or being effective but inefficient.

• Management is universal. It is needed in all types and

sizes of organizations, at all organizational levels, and in all
organizational work areas throughout the world.

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 What Do Managers Do?
Three Approaches to Defining What Managers
Do:
1. Functions they perform
2. Roles they play
3. Skills they need
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 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
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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
 Managerial Roles
Roles are specific actions or behaviors expected of a
manager.

1) Interpersonal 2) Informational 3) Decisional

interacting with obtaining and

others sharing making good
information decisions
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Skills needed at different managerial
levels

Technical Skills Human Skills

(Important for
lower managers) (Important to all
levels of managers)
Conceptual Skills
(Most Important to
Top managers)
 Core skills and their use in the different levels
Managerial levels
Conceptual skills: the ability to see the organization as a
whole, how the different parts of the company affect each
To other, and how the company fits into or is affected by its
p external environment.

The whole
levels of
managers

Technical skills:
Lower
managers supervise the workers who produce products
or serve customers.
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