CHAPTER 1:

MANAGERS AND MANAGEMENT

Organization

A systematic arrangement of
people brought together to
accomplish some specific
purpose; applies to all
organizations for profit as well
as not for profit organizations.

This is where manager work.

Common characteristics of
organizations
Organizational levels
 FIRST LINE MANAGERS:
Supervisors responsible for directing the day to
day activities of operative employees.
 MIDDLE MANAGERS:
Individuals at levels of management between the
first line manager and top management.
Top Managers

Individuals who are

responsible for
making decisions
about direction of
the organization
and establishing
policies that affect
all organizational
members.
Manager vs
operative
 Operatives:
People who work directly on a job or task and have no
responsibility for overseeing the work of others.
 Managers:
Individuals in an
organization who direct
the activities of others.
 WHAT IS MANAGEMENT?
The process of getting things done, effectively and
efficiently, through and with other people.
 EFFICIENCY:
Doing the thing correctly.
 EFFECTIVENESS:
Doing the right thing.
MANAGEMENT PROCESS ACTIVITIES
 PLANNING:
Defining goals, establishing strategy and developing sub
plans to coordinate activities.
 ORGANIZING:
Determining what needs to be done, how it will be done
and who is it to do it.
 LEADING:
Directing and motivating all involved parties and resolving
conflicts.
 CONTROLLING:
Monitoring activities to ensure that they are accomplished
as planned.
Mintzberg managerial roles
Interpersonal category
 FIGUREHEAD:
As a manager, you have social, ceremonial and legal responsibilities.
You're expected to be a source of inspiration. People look up to you as
a person with authority, and as a figurehead.
 LEADER:
This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the
performance and responsibilities of everyone in the group.
 LIAISON:
Managers must communicate with internal and external contacts.
You need to be able to network effectively on behalf of your
organization.
Informational category
 MONITOR:
In this role, you regularly seek out information related to your organization
and industry, looking for relevant changes in the environment. You also
monitor your team, in terms of both their productivity, and their well-being.
 DISSEMINATOR:
This is where you communicate potentially useful information to
your colleagues and your team.
 SPOKESPERSON:
Managers represent and speak for their organization. In this role
you're responsible for transmitting information about your
organization and its goals to the people outside it.
Decisional category
 ENTREPRENEUR:
As a manager, you create and control change within the
organization. This means solving problems, generating new ideas,
and implementing them.
 DISTURBANCE HANDLER:
When an organization or team hits an unexpected roadblock, it's
the manager who must take charge. You also need to help mediate
disputes within it.
 RESOURCE ALLOCATOR:
You'll also need to determine where organizational resources are
best applied. This involves allocating funding, as well as assigning
staff and other organizational resources.
 NEGOTIATOR:
You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.
Management skills
 CONCEPTUAL SKILLS:
A managers mental ability to coordinate all of the organizations
interests and activities.
 INTERPERSONAL SKILLS:
A managers ability to work with, understand, mentor and motivate
others, both individually and in groups.
 TECHNICAL SKILLS:
A managers ability to use the tools, procedures and techniques of
a specialized field.
 POLITICAL SKILLS:
A managers ability to build a power base and establish the right
connections.