Introduction to Management

CHAPTER ONE

What Is An Organization?
Organization
A deliberate arrangement of people brought together to accomplish some are deliberate arrangements of people to accomplish a specific purpose.

Common Characteristics of Organizations

Distinct purpose People working together A deliberate systematic structure

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Exhibit 19 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, team members.

Managers
Individuals in organizations who direct the activities of others.

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What Titles Do Managers Have?

Top Managers
Responsible for making decisions about the direction of the organization. Examples; President, Chief Executive Officer, VicePresident.

Middle Managers
Manage the activities of other managers. Examples; District Manager, Division Manager.

First-line Managers
Responsible for directing nonmanagerial employees Examples; Supervisor, Team Leader .
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What Is Management?
Management
The process of getting things done effectively and efficiently, with and through people.

Efficiency
Refers to the relationship between inputs and outputs; seeks to minimize resource costs (doing things right). Concerned with the means, efficient use of resources like people, money, and equipment.

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 Effectiveness
It refers to goal attainment. Doing the right things, doing those tasks that help an organization reach its goals

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Exhibit 12 Effectiveness and Efficiency in Management

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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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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.
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What Roles Do Managers Play?

Henry Mintzberg 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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Interpersonal Roles
Figurehead: symbolic head; obliged to perform a number of routine social and legal duties (greeting visitors). Leader: motivate employees, responsible for training and staffing. Liaison: maintains self-developed network of outside contacts and informers who provide favors and information (acknowledging mails).

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Informational Roles
Monitor: Seeks and receives wide variety of special information; emerges as nerve center of internal and external information about the organization (reading reports). Disseminator: transmit information received from other employees to members of the organization (holding informational meetings; making phone calls to relay information). Spokesperson: transmit information to outsiders (giving information to the media)
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Decisional Role
Entrepreneur: searches organisation and its environment for opportunities and initiates improvement projects to bring about change. Disturbance hander: responsible for corrective action when organisation faces disturbance. Resource allocator: responsible for the allocation or organisational resources (scheduling and budgeting). Negotiator: responsible for presenting the organisation at major negotiations.

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What Managers Actually Do (Mintzberg)

Interaction
with others with the organization with the external context of the organization

Reflection
thoughtful thinking

Action
practical doing

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What Skills Do Managers Need?

Robert Katz describes four critical skills for managers:
Conceptual Skills
A managers mental ability to coordinate all of the organizations interests and activities. Used to analyze complex situations.

Interpersonal Skills
A managers ability to work with, understand, mentor, and motivate others, both individually and in groups. Used to communicate, motivate, mentor and delegate.

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 Technical Skills
A managers ability to use the tools, procedures, and techniques of a specialized field. Based on specialized knowledge required for work.

Political Skills
A managers ability to build a power base and establish the right connections. Used to build a power base and establish connections.

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Exhibit 15 Skills Needed at Different Management Levels

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Is The Managers Job Universal?

The Universality of Management.
Without a doubt, management is needed in all types and sizes of organizations, at all organizational levels, and in all organizational work areas throughout the world. Level in the Organization
Top level managers do more planning than supervisors.

Profit vs. Nonprofit

Management performance is measured on different objectives.

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Is the Managers Job Universal? (contd)

Size of the Organization
Small businesses require an emphasis in the management role of spokesperson.

National Borders
These concepts work best in English-speaking countries and may need to be modified in other global environments.
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Exhibit 111 Universal Need for Management

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Why Study Management?

All of us have a vested interest in improving the way organizations are managed. Organizations that are well managed find ways to prosper even in challenging economic times. After graduation most students become managers or are managed.
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How The Managers Job Is Changing

The Increasing Importance of Customers
Customers: the reason that organizations exist
Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival.

Innovation
Doing things differently, exploring new territory, and taking risks.

Managers should encourage employees to be aware of and act on opportunities for innovation.

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Exhibit 18 Changes Impacting the Managers Job

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Rewards and Challenges of Being a Manager

Challenges 1.Managers may have difficulty in effectively blending the knowledge, skills, ambitions, and experiences of a diverse group of employees. 2.A managers success typically is dependent on others work performance.

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 Rewards Managers often receive recognition and status in the organization and in the larger community. Knowing that their efforts, skills, and abilities are needed by the organization gives many managers great satisfaction.

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What Can Students of Management Learn From Other Courses (Disciplines)?

Anthropology
The study of social societies which helps us learn about humans and their activities. Anthropologists work on cultures and environments has helped managers better understand differences in fundamental values, attitudes, and behavior between people.

Economics
Provides us with an understanding of the changing economy and competition in a global context. Concerned with the allocation and distribution of scarce resources.
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What Can Students of Management Learn From Other Courses? (contd)

Philosophy
Philosophy courses inquire into the nature of things, particularly values and ethics. topics of concern for example human emancipation. Ethical concerns go directly to the existence of organizations and what constitutes proper behavior within them.

Political Science
The study of behavior and groups within a political environment. Specific topics of concern include structuring of conflict, allocating power, and manipulating power for individual selfinterest.

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 Psychology

The science that seeks to measure, explain and sometimes change the behavior of humans. Psychology courses are also relevant to managers in terms of gaining a better understanding of motivation, leadership, trust, employee selection, performance appraisals, and training techniques.
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 Sociology
The study of people in relationship to their fellow human beings. Sociologists investigate how societal changes such as globalization, cultural diversity, gender roles, and varying forms of family life affect organizational practices.

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