1. Introduction to Management1
Introduction to Management

2. Learning Outcomes Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
Explain how managers differ from non-managerial employees.
Describe how to classify managers in organizations.
What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to management.

3. Learning Outcomes What Do Managers Do? Management and administration
Describe the management roles.
Explain Mintzberg’s managerial roles.
What skills and competencies do successful managers possess.
Management and administration
Describe the conceptual difference between management and administration.

4. Learning Outcomes Describe the four functions of management
Why Study Management?
Discuss why it’s important to understand management.
Explain the universality of management concept.
Describe the rewards and challenges of being a manager.
Types of Managers
Describe the various types of managers according to their levels and skills.
The challenge of Management
Describe various challenges to management in changing context.

5. Who Are Managers? Manager
Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

6. Difference between managers and non-managerial (operatives) employees.
Operatives are people who work directly on a job or task and have no responsibility for overseeing the work of others.
Eg., the clerks at railway reservation counters, the cashier at a grocery shop, etc.
In contrast, managers direct the activities of other people in the organization.

7. Titles of Managers in Organizations
First-line Managers
Individuals who manage the work of non-managerial employees.
Middle Managers
Individuals who manage the work of first-line managers.
Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

8. Managerial Levels

9. What Is Management?
Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

10. What Is Management? Managerial Concerns Efficiency Effectiveness
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals

11. What Managers Do? Roles Manager’s Play
Roles are specific actions or behaviors expected of a manager.
Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.

12. Mintzberg’s Managerial Roles
Management Roles (Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator

13. What Managers Do (Mintzberg)
Actions
thoughtful thinking
practical doing

14. Mintzberg’s Managerial Roles
Interpersonal Roles
• Figurehead
• Leader
• Liaison
Informational Roles
• Monitor
• Disseminator
• Spokesperson
Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator

15. Management and Administration
Author
Administration
Management
Sheldon and
Schulze
Concerned in determining the corporate action and policy, the coordination of finance, production, distribution etc.
Concerned with execution of policy.
Spriegel
Is determinative in nature, i.e., it sets for the general purpose of an enterprise, establishes policies, formulates the plans, etc.
Executive function which deals with active direction of human effort.
Kimball and Kimball
Is concerned with the actual work of carrying out those policies.
Is a wider concept, embracing all duties and functions that pertain to the initiation of an enterprise and establishment of all major policies.

16. What Managers Do? Functions Managers Perform Planning Organizing
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing and correcting work.

17. Management Functions

18. Why Study Management? The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards for their efforts.

19. Universal Need for Management

20. What Managers Do? Skills Managers Need Technical skills Human skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract and complex situations concerning the organization

21. Rewards and Challenges of Being a Manager

22. The Challenge of Management
The need for vision
The introduction of new technologies and reshaping of the world is mean that managers face new challenges in near future.
The need for ethics
Today managers should be worried about increasing industrial pollution, values and ethics.
They need to act responsibly to ensure that the businesses do not harm the society.
The need for responsiveness to cultural diversity
Managers today must be prepared to deal with diversity in organizations to take benefit of talents of all of their employees.

23. Terms to Know manager first-line managers middle managers top managers
management
efficiency
effectiveness
planning
organizing
leading
controlling
management roles
interpersonal roles
informational roles
decisional roles
technical skills
human skills
conceptual skills
organization
universality of management