Introduction to Management and

Organization
Chapter 1
Learning Objectives
You should learn to:
Explain what a manager is and how the role of a
manager has changed
Define management
Distinguish between efficiency and effectiveness
Describe the basic management functions and the
management process
Identify the roles performed by managers

Learning Objectives (cont
Describe the skills managers need
Explain what managers do using the systems
perspective
Identify what managers do using the contingency
perspective
Describe what an organization is and how the
concept of an organization has changed
Explain the value of studying management

Who Are Managers
Manager
someone who works with and through other people
by coordinating their work activities in order to
accomplish organizational goals
A managers job is not about personal achievement
its about helping others to do their work and
achieve
coordinating the work of group or department
supervision
- changing nature of organizations and work has
blurred the clear lines of distinction between managers
and non-managerial employees

Who Are Managers? (cont)
Managerial Titles
First-line managers
manage the work of non-managerial individuals who are
directly involved with the production or creation of the
organizations products
Middle managers
- all managers between the first-line level and the top level of
the organization
manage the first-line managers
Top managers
responsible for making organization-wide decisions and
establishing the plans and goals that affect the entire
organization

Organizational Levels

Non-managerial Employees
Top
Managers
Middle
Managers
First-line
Managers
What Is Management?
Management
the process of coordinating work activities
so that they are completed efficiently and
effectively with and through other people
Process - represents ongoing functions or
primary activities engaged in by
managers
Coordinating - distinguishes a managerial
position from a non-managerial one

What is Management? (cont.)

Management (cont.)
Efficiency - getting the most output from the
least amount of inputs
doing things right (not wasting resources)
concerned with means
Examples: cutting inventory levels
Decreasing the amount of time to
manufacture products
Effectiveness - completing activities so that
organizational goals are attained
doing the right things
concerned with ends
Efficiency and Effectiveness in Management
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
Resource
Usage
Efficiency (Means)
Goal
Attainment
Effectiveness (Ends)
Low Waste High Attainment
Prentice Hall, 2002
Discussion Question
Is it possible to be highly efficient and highly
ineffective or highly effective but inefficient
What Do Managers Do?
Management Functions and Process
most useful conceptualization of the managers job
Planning - defining goals, establishing strategies for
achieving those goals, and developing plans to
integrate and coordinate activities
Organizing - determining what tasks are to be done,
who is to do them, how the tasks are to be grouped,
who reports to whom, and where decisions are made
Leading - directing and motivating all involved parties
and dealing with employee behavior issues
Controlling - monitoring activities to ensure that they
are going as planned
What Do Managers Do? (cont.)
Management Functions and Process (cont.)
Management process
set of ongoing decisions and work
activities in which managers engage as
they plan, organize, lead, and control
managerial activities are usually done in a
continuous manner
Planning: defining goals, establishing strategy,
developing sub-plans to coordinate activities
Organizing: determining what needs to be
done, how will it be done, who will do it.
Leading: directing and motivating all involved
parties and resolving conflicts
Controlling: monitoring activities to ensure
that they are accomplished
What Do Managers Do? (cont.)
Management Roles
Refers to specific categories of managerial behaviors
what managers do can be best described by looking at
the roles they play
Interpersonal - involve people and duties that are
ceremonial and symbolic in nature
Informational - receiving, collecting, and
disseminating information
Decisional - revolve around making choices
emphasis that managers give to the various roles
seems to change with their organizational level
Managerial Roles
Interpersonal Roles
Figure Head:
Symbolic head obliged to perform number of routine duties of legal or
social nature
Examples: Greeting visitors, signing legal documents, attending
ceremonies
Leader:
Responsible for motivation of subordinates, responsible for staffing,
training, and associated duties
Examples: Performing virtually all activities that involve subordinates
Liaison:
Maintains self developed network of outside contacts and informers who
provide favors and information
Example: Acknowledging mail, doing external board work; performing
other activities that involve outsiders


Managerial Roles
Informational Roles
Monitor:
seeks and receives wide variety of internal and external
information to develop thorough understanding of organization and
environment
Examples: Reading periodicals and reports, maintaining personal
contacts
Disseminator:
Transmits information received from outsiders or from subordinates
to members of the organization
Examples: Holding informational meetings, making phone calls to
relay information
Spokes person:
Transmits information to outsiders on organizations plans, policies,
actions, results
Example:: holding Board meetings, giving information to the media
Managerial Roles
Decisional Roles:
Entrepreneur:
searches organization and environment for opportunities and initiates
improvement projects to bring about the changes
Example: organizing strategy and review sessions to develop new programs
Disturbance handler:
Responsible for corrective action when organization faces important unexpected
disturbances
Examples: organizing strategy and review sessions that involve disturbance and
crises
Resource Allocator:
Responsible for allocation of organizational resources of all kinds making or
approving all significant organizational decisions
Example: scheduling, requesting, authorization. Performing any activity that
involves budgeting and the programming of subordinates work
Negotiator:
Responsible for representing the organization at any major negotiations
What Do Managers Do? (cont.)
Management Skills
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people
both individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
see the organization as a whole
understand the relationships among subunits
visualize how the organization fits into its broader
environment

SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
Prentice Hall, 2002
What Do Managers Do? (cont)
Conceptual Skills:
- ability to use information to solve business
problems
- identification of opportunities for innovation
- recognizing problem areas and implementing
solutions
- selecting critical information from masses of
data
- understanding of business uses of technology
- understanding of organizations business model
What Do Managers Do? (cont)
Communicating Skills
- ability to transform ideas into words and actions
- credibility among colleagues, peers, and
subordinates
- Listening and asking questions
- presentation skills; spoken format
- presentation skills; written and graphic format
What Do Managers Do? (cont)
Effectiveness Skills:
- contributing to corporate mission/ departmental
objectives
- customer focus
- multitasking: working at multiple tasks in parallel
- negotiating skills
- project management
- reviewing operations and implementing improvements
- setting and maintaining performance standards internally
and externally
- setting priorities for attention and activity
- time management
What Do Managers Do? (cont)
Interpersonal skills:
- coaching and mentoring
- diversity skills; working with diverse people
and culture
- networking within the organization
- networking outside the organization
- working in teams; cooperation and
commitment
What Do Managers Do? (cont)
Managing Systems
System - a set of interrelated and interdependent
parts arranged in a manner that produces a
unified whole
provides a more general and broader picture of what
managers do than the other perspectives provide
Closed system - not influenced by and do not
interact with their environment
Open system - dramatically interact with their
environment
organizations - take in inputs from their environments
transform or process inputs into outputs
outputs are distributed into the environment
System
The Organization As An Open System
Transformation
Employees work
activities
Management
activities
Technology and
operations methods
Outputs Inputs
Raw materials
Human resources
Capital
Technology
Information
Products and services
Financial results
Information
Human results
Environment
Environment
Feedback
Prentice Hall, 2002 1-25
How is managers job changing
Changes
Impact of Changes
Changing
technology
Shifting organizational boundaries; virtual work places; more
mobile work force, flexible work arrangements, empowered
employees
Increased
threat to
security
Risk management; work life personal balance;
restructured work place; discrimination concerns;
globalization concerns; employee assistance
Increased
emphasis on
organizational
and managerial
ethics
Redefined values; rebuilding trust; increased
accountability
Increased
Competitiveness
customer service; innovation; globalization; efficiency/
productivity
Discussion questions
Is your course instructor a manager? Discuss in terms
of managerial functions, managerial roles and skills?
The managers most basic responsibility is to focus
people towards performance of work activities to
achieve desired outcomes? What is your interpretation
of this statement? Do you agree or disagree with this
statement? Why or why not?
Why do you think skills of job candidates have become
so important ? What are the implications for (a)
managers job in general, and to you personally?
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish some
specific purpose
elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
todays organizations have adopted:
flexible work arrangements
open communications
greater responsiveness to changes
Prentice Hall, 2002 1-28
POPULAR CONTINGENCY VARIABLES
Prentice Hall, 2002 1-29
EXHIBIT 1.10: THE CHANGING ORGANIZATION
Prentice Hall, 2002 1-30
What Do Managers Do? (cont.)
Managing in Different and Changing Situations
require managers to use different approaches
and techniques
Contingency perspective - different ways of
managing are required in different organizations
and different circumstances
stresses that there are no simplistic or
universal rules
contingency variable
Prentice Hall, 2002 1-31
Why Study Management?
Universality of Management
management is needed
in all types and sizes of organizations
at all organizational levels
in all work areas
management functions must be performed in all
organizations
consequently, have vested interest in
improving management
Prentice Hall, 2002 1-32
EXHIBIT 1.11: UNIVERSAL NEED FOR MANAGEMENT
Prentice Hall, 2002 1-33
Why Study Management? (cont.)
The Reality of Work
most people have some managerial
responsibilities
most people work for a manager
Challenges of Being a Manager
- being a manager is hard work
- must deal with a variety of personalities
- must motivate workers in the face of uncertainty
Prentice Hall, 2002 1-34
Why Study Management? (cont.)
Rewards of Being a Manager
create an environment that allows others to do
their best work
provide opportunities to think creatively
help others find meaning and fulfillment
meet and work with a variety of people

Prentice Hall, 2002 1-35
Discussion Questions
Is there one best style of management? Why
or why not?
In todays environment, which is more
important to organizations efficiency or
effectiveness? Explain your choice?