Chapter 1

Introduction to
Management and
Organizations

Who Are Managers?

Manager
Someone who coordinates and oversees the work of other
people so that organizational goals can be accomplished.
Management
involves coordinating and overseeing the work activities of others
so that their activities are completed efficiently and effectively.

Non-managerial employees
Organizational members who worked directly on a job
or task, involved with producing product, serve
customers and had no one reporting to them.
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Managerial Concerns:
Efficiency
Doing

things right
Getting the most
output for the least
inputs

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-Effectiveness
Doing the right
things
Attaining
organizational
goals

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 Efficiency refers to getting the most output from the least

amount of inputs. Because managers deal with scarce inputs
including resources such as people, money, and equipment
they are concerned with the efficient use of resources.
For instance, in any Company efficient manufacturing
techniques were implemented by doing things such as cutting
inventory levels, decreasing the amount of time to manufacture
products, and lowering product reject rates. From this
perspective, efficiency is often referred to as doing things
rightthat is, not wasting resources.
Effectiveness is often described as doing the right things
that is, those work activities that will help the organization reach
its goals.
For instance, in any company or factory, goals included meeting
customers increasingly stringent needs, executing world-class
manufacturing strategies, and making employee jobs easier and
safer.

What Do Managers Do?

Functional Approach
Planning
Defining

goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organizational
goals.( determine what to be done, who to do it and how it
will be done)
Leading
Working with and through people, motivate them to
accomplish goals.
Controlling
Monitoring activities to ensure that they are accomplished
as planned
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Monitoring, comparing, and correcting work.

Classifying Managers
First-line Managers
Individuals who manage the work
managerial employees. (The lowest

of

non-

level of
management, they often have the title of Supervisors,
but they may also called Shift managers, district
managers
,
Department
managers,
Or
even
foreperson)

Middle Managers
Individuals who manage the work of first-line
managers. ( include all levels of management
between the first level and the top level they often
have the title of Regional Managers, project Managers
or leaders, plant Managers , Division Managers)
Top Managers
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Individuals
at or near the upper level of the

Top Management

Middle Management

First-line Managers

Classifying Managers
Level

Type of Job
Directly supervise non-managers.
Carry out the plans and objectives of higher management using
the personnel and other resources assigned to them.
Short-range operating plans governing what will be done
tomorrow or next week, assign tasks to their workers, supervise
the work that is done, and evaluate the performance of individual
workers.
Manage through other managers.
Make plans of intermediate range to achieve the long-range goals
set by top management, establish departmental policies, and
evaluate the performance of subordinate work units and their
managers.
Provide and integrating and coordinating function so that the
short-range decisions and activities of first-line supervisory
groups can be orchestrated toward achievement of the long-range
goals of the enterprise.
Responsible for defining the character, mission, and objectives of
the enterprise.
Establish criteria for and review long-range plans.
Evaluate the performance of major departments, and they evaluate
leading management personnel to gauge their readiness for
promotion to key executive positions.

Exhibit 11 Managerial Levels

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What Do Managers Do? (Robert Katz)

Skills Approach
Technical skills : Knowledge and proficiency
in a specific field Specific subject related skills
such as engineering, accounting, etc

Human skills : The ability to work well with

other people skills related to dealing with others
and leading, motivating, or controlling them.

Conceptual skills : The ability to think and

conceptualize
about
complex
situations
concerning the organizations success or failure.
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Skills Needed at Different Management Levels

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Management Roles Approach (Mintzberg)

Interpersonal roles
Managerial roles that involve people and other duties that
are ceremonial and symbolic in nature. Roles that involve
people-internal & external ) and other duties.
Figurehead,

leader, liaison

Informational roles
Managerial roles that involve collecting, receiving and
disseminating information
Monitor,

disseminator, spokesperson

Decisional roles
Managerial roles that revolve around making choices and
decisions.
Disturbance

handler, resource allocator, negotiator

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Interpersonal

roles

Figurehead:
Obliged to perform number of routine duties of legal or social nature. E.g.
greeting visitors, signing legal documents.
Leader:
Responsible for the motivation of subordinates, staffing& training.
Liaison:
Maintained self developed network of outside contact who provide favor and
information. E.g. acknowledging mails, doing external work that involves
board and outsiders.
Informational roles
Monitor: Seeks and receives wide variety of internal and external information
to develop better understanding for Organization an environment. E.g.
reading periodicals and reports, maintaining personal contacts.
Disseminator: Transmit information received from outsiders or from
subordinate to members of the organization. E.g. holding informational
meetings, making phone calls to relay information.
Spokesperson: Transform information to outsiders on organizations plan,
policies actions, etc. e.g. holding board meetings, passing information to the
media.
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Decisional roles
Entrepreneur:
Searches organization and environment for opportunities and initiates
improvement to make positive changes. E.g. organizes the strategy and review
sessions to develop new programs.

Disturbance handler:
Responsible for corrective action when organization face unexpected disturbance.
E.g. review issues that involve crises and disturbances.

Resource allocator:
Responsible for the allocation of he organization resources of all kind. E.g.
schedules, requests authorization that involves budgeting, distributing resources
necessary for subordinates work.

Negotiator
Responsible for representing the organization at major negotiations. E.g.
participating in contracts and deals negotiations for the good of the company.

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What is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).

Common Characteristics of Organizations

Have a distinct purpose (goal)
Composed of people
Have a deliberate structure

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Exhibit 19 Characteristics of Organizations

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Exhibit 111 Universal Need for Management

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Thank You