1

Chapter

Managers
and
Management

1-1
Learning Outcomes
• Tell who managers are and where they work.
• Define management.
• Describe what managers do.
• Explain why it’s important to study management.
• Describe the factors that are reshaping and
redefining management.

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1.1 Tell who managers
are and where they
work.

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Who Are Managers?
Where Do They Work?
Organization
A deliberate arrangement of people brought
together to accomplish a specific purpose

Common Characteristics of Organizations

• Goals
• People
• Structure
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Three Characteristics of Organizations

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How Are Managers Different from
Nonmanagerial Employees?
Nonmanagerial Employees
• People who work directly on a job or task and have
no responsibility for overseeing the work of others
• Examples: Associates and Team Member

Managers
• Individuals in organizations who direct the
activities of others

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Management Levels

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What Titles Do Managers Have?
Top Managers
• Make decisions about the direction the organization
• Examples: President, Chief Executive Officer, Vice-
president
Middle Managers
• Manage the activities of other managers
• Examples: District Manager, Division Manager
First-line Managers
• Direct nonmanagerial employees
• Examples: Supervisor, Unit Coordinator.
Team Leaders
• Manage activities of a work team
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1.2 Define
management.

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What Is Management?

Management is the process of getting things done

effectively and efficiently, with and through people.

Effectiveness
- “Doing the right things” : the tasks that help an
organization reach its goals
Efficiency
- “Doing things right”: the efficient use of such
resources as people, money , and equipment
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1-11
1.3 Describe what
managers do.

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What Do Managers Do?
In the functions approach proposed
by French industrialist Henri Fayol,
all managers perform certain activities or
functions.

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Who Are Managers?
Where Do They Work?
Organization
A deliberate arrangement of people brought
together to accomplish a specific purpose

Common Characteristics of Organizations

• Goals
• People
• Structure
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Four Management Functions
Planning
• Defining the organizational purpose and ways to
achieve it
Organizing
• Arranging and structuring work to accomplish
organizational goals
Leading
• Directing the work activities of others
Controlling
• Monitoring, comparing, and correcting work
performance 1-15
What Are Management Roles?

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Four Management Functions
Planning
• Defining the organizational purpose and ways to
achieve it
Organizing
• Arranging and structuring work to accomplish
organizational goals
Leading
• Directing the work activities of others
Controlling
• Monitoring, comparing, and correcting work
performance 1-17
Minzberg Manager’s Role: Update
Manager’s role is to influence action by:
• Managing actions directly
• Managing people who take action
• Managing information that propels people to take
action

Manager’s dual roles include:

• Framing
• Scheduling

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What Skills Do Managers Need?
Conceptual Skills
• Used to analyze and diagnose complex situations
Interpersonal Skills
• Used to work with, understand, and motivate
individuals and groups
Technical Skills
• Involve job-specific knowledge and techniques
required to perform tasks
Political Skills
• Used to build a power base and establish
connections

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Is the Manager’s Job Universal?
1. Level in the Organization
2. Profit vs. Nonprofit

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Is the Manager’s Job Universal?
3. Size of the Organization

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1.4 Explain why it’s
important to study
management.

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Why Study Management?
• We all benefit from efficiently and effectively run
businesses.

• Well-managed organizations prosper even in

challenging economic times.

• After graduation, most students become

managers or are managed.

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1.5 Describe the factors
that are reshaping
and redefining
management.

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Minzberg Manager’s Role: Update
Manager’s role is to influence action by:
• Managing actions directly
• Managing people who take action
• Managing information that propels people to take
action

Manager’s dual roles include:

• Framing
• Scheduling

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What Factors Are Reshaping and
Redefining Management?
Today, managers must deal with:
• Changing workplaces
• Ethical and trust issues
• Global economic uncertainties
• Changing technologies

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Why Are Customers Important?
• Without customers, most organizations would
cease to exist
• Employee attitudes and behaviors play a big part
in customer satisfaction
• Managers must create a customer-responsive
environment where employees are friendly,
knowledgeable, and sensitive to customer needs

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Why Is Innovation Important?
• “Nothing is more risky than not innovating.”

• Innovation isn’t only important for high

technology companies;
it is essential in all types of organizations

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