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Topic

Managers and Management

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Learning Outcome
Tell who managers are and where they work Define management Describe what managers do Explain why its important to study management Describe the factors that are reshaping and redefining management

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Copyright 2013 Pearson Education

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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

1. Goals - Distinct purpose 2. People working together (Social entity) 3. structure

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Value -s/holders -customers Innovations Mtn. integrity

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people Decision & activities

To defines & limits Behavior of members -structure -rules & regulations

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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.
Eg- associates, team members, accounts officer, IT specialist, purchasing clerk..

Managers
Individuals in organizations who direct the activities of others.
Eg. Manager - production, purchasing, a/c.
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What Titles Do Managers Have?

Top Managers Responsible - direction of the organization. Establishing policies & philosophies Eg. President, CEO, VP Middle Managers Manage the activities of other managers. Translate the goals set by top managers into specific detail that lower managers can get things done. Eg. District Manager, Division Manager First-line Managers directing nonmanagerial employees (day to day activities) Eg. Supervisor, Team Leader
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Copyright 2013 Pearson Education

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What is Management?
Management
The process of getting things done effectively and efficiently, with and through people

Effectiveness
Doing the right things, doing those tasks that help an organization reach its goals (ends)

Efficiency
Concerned with the means, efficient use of resources like people, money, and equipment Most output with least input - cost (means)
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The Process of Management

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What Do Managers Do?

In the functions approach proposed by Henri Fayol, all mangers perform five management activities:
Plan Organize Command Coordinate Control
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Four Management Functions

Planning Organizing
Defining the organizational purpose (goals) and ways (strategy & plan) to achieve it Arranging and structuring work to accomplish organizational goals (what? How ? Who?) Directing the work activities of others Direct, coordinate, motivating communication channel Influencing change behavior. Resolve conflicts Monitoring, comparing-std, and correcting work performance (cost, quality, service..)
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Leading

Controlling

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What Roles Do Managers Play?

Henry Mintzberg (60s) observed that a managers job can be described by ten roles performed by managers in three general categories.

Interpersonal Roles
Figurehead, Leader, and Liaison

Informational Roles
Monitor, Disseminator and Spokesperson

Decisional roles
Entrepreneur, Disturbance Handler, Resource Allocator and Negotiator
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(i) Interpersonal Roles

Interpersonal roles refer to relationships with others and are related to human skills.
The figurehead role - handling of ceremonial and symbolic functions for the organization (signing mou). The leader role - the relationship with subordinates including motivation, communication, and influence. The liaison role - the development of information sources both inside and outside the organizations.
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(ii) Informational Roles

Informational roles include the functions used to maintain and develop an information network.

monitor role - seeking current information from

many sources (written mat.& peoples).

disseminator role - the manager transmits

information to others- inside and outside the orgn

spokesperson role - making official statements

to people outside the organization about company policies, actions, or plans.
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(iii) Decisional Roles

Decisional roles come into play when managers must make choices. These roles often require both conceptual and human skills. The entrepreneur role - initiation of change. Managers seek ways to solve problems or improve operations. The disturbance handler role - resolving conflict among subordinates, between managers, or between departments. The resource allocator role - allocating resources in order to attain desired outcomes. (get $, budget) The negotiator role - involves formal negotiations and bargaining to attain outcomes for the managers unit of responsibility. Union, other dept., supplier
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Exhibit 1.5: Ten Managerial Roles

What Skills Do Managers Need?

Robert Katz and others describe four critical skills in managing Conceptual Skills Used to analyze & diagnose complex situations (fit)SWOT Interpersonal Skills Used to communicate, motivate, mentor and delegate Technical Skills Based on specialized knowledge required for work Political Skills Used to build a power base and establish connections
Getting resources
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Is The Managers Job Universal?

Managers job varies with along several dimensions

Level in the Organization

Top level managers do more planning, designing overall orgn. structure whereas lower level managers focus on designing jobs for individual & work groups.

Profit vs. Nonprofit

Management performance is measured on different objectives
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Is the Managers Job Universal? (contd)

Size of the Organization Generalist daily act Small buss -emphasis in the Less formal structure management role of spokesperson Direct control-obs->obj. Eg .Meeting cust., bankers, searching new opp., & stimulating change - Large orgn Int. resource allocation to buss. unit focus. National Borders (transferable?) These concepts work best in English-speaking countries and may need to be modified in other Small business managers global environments spend much of their time
in entrepreneurial activities
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OL

O-L

P- O

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Copyright 2013 Pearson Education

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Why Study Management?

We all benefits from efficiently and effectively run business. Well managed organization prosper even in challenging economic times. After graduation most students become managers or are managed (career)

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What Factors Are Reshaping and Redefining Management?

Today, managers must deal with:
Changing workplaces flexi. Work/virtual flexi structure diverse workforce recruitment policy team vs individual empowering vs autocratic Trader Joes success Ethical and trust issues results from Global economic uncertainties outstanding customer service. Changing technologies digital
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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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How Do Organizations Make the Customer King?

Stew Leonard, CEO of the largest dairy business with stores in southern Connecticut and in New York, says it only has two rules in his business.
Rule 1the customer is always right. Rule 2if the customer is ever wrong, reread Rule 1

Managers are being influenced by the Stew Leonards of the world.

Long-term success can be achieved only by satisfying the customer. Customers have more choices than ever before, and are therefore more difficult to please. Customers are demanding quicker service, higher quality, and more value for their money.
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Why Is Innovation Important?

Nothing is more risky than not innovating. Innovation isnt only important for high technology companies; it is essential in all types of organizations. Doing things differently (product, process, service) Exploring new territory Taking risks
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Summary
Managers and Management : Who are managers and where do they work? What is management? What do managers do? Why study management? What factors are reshaping and redefining management?