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Chapter
Managers and Management
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Learning Outcomes
Tell who managers are and where they work
Define management
Describe what managers do
Explain why it’s important to study management
Describe the factors that are reshaping and redefining management
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3. Who Are Managers? Where Do They Work?
Organization
A deliberate arrangement of people brought together to accomplish some specific purpose.
Common Characteristics of Organizations
Goals
People
Structure
Managers work in organizations. We define organizations as A deliberate arrangement of people brought together to accomplish some are deliberate arrangements of people to accomplish a specific purpose. Examples include your college or university, the United Way, your neighborhood convenience store, the Dallas Cowboys football team, fraternities and sororities, the Cleveland Clinic and Nokia.
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5. How Are Managers Different from 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 and oversee the activities of others.
Managers do work directly on tasks such as servicing some costumers.
For simplicities sake, we can divide organization members into two categories: nonmanagerial employees and managers. Nonmanagerial employees do not oversee the work of others. Managers direct and oversee the activity of the people in the organization.
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7. What Titles Do Managers Have?
Top Managers
Responsible for making decisions about the direction of the organization and establishing policies and philosophies that effect all organizational members .
Examples; President, Chief Executive Officer, Vice-President
Middle Managers ( btw the lowest and top levels)
Manage the activities of other managers and non managerial employees and translating the goals set by top managers to specific details that lower managers can understand.
Examples; District Manager, Division Manager
First-line Managers
Responsible for directing the day to day activities of nonmanagerial employees
Examples; Supervisor, Team Leader
Managers are usually classified as top, middle or first-line. But be aware that they can have a variety of titles.
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What Is Management?
Management
The process of getting things done effectively and efficiently, with and through people
A process refers to a set of ongoing and interrelated activities.
Efficiency
“Doing things right”, and getting the most output from the least amount of input( minimizing the coast).
Management is a process of getting things done, effectively and efficiently, with through people. A process is a set of ongoing and interrelated activities. In our definition it refers to the primary activities or functions managers perform.
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What Is Management?
Effectiveness
doing those work tasks that help the org to reach its goals.
Efficiency is concerned with the means of getting things done while effectiveness is concerned with the ends.
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What Do Managers Do?
Management researchers have developed three approaches to describe what managers do: functions , roles and skills.
Henri Fayol, a French industrialist in the early twentieth century, proposed that all managers perform five management activities: plan, organize, command, coordinate and control. Today these management functions have been condensed to four.
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11. Four Management Functions ( Henri Fayol)
Planning
Defining the organizational purpose and ways to achieve it ex, defining goals, developing plans and sup plans to coordinate the activities, and establishing the strategy.
Organizing
Arranging and structuring work to accomplish organizational goals ex who reports to whom and dividing work on employees.
Leading
Directing the work activities of others ex resolving conflicts, motivating employees, chosen the most effective channel to communicate
Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organizing includes determining what tasks need to be done and by whom. Leading includes motivating, directing the activities of others, and resolving conflicts. Controlling involves monitoring, comparing, and correcting work performance.
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12. Four Management Functions ( Henri Fayol)
Controlling
Monitoring, comparing, and correcting work performance ex evaluation
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13. What Roles Do Managers Play?
Henry Mintzberg observed that a manager’s job can be described by ten roles performed by managers in three general categories:
Interpersonal Roles(ones that involve subordinates and persons outside the org) and other duties that are ceremonial & symbolic in nature)
Figurehead, Leader, and Liaison
Informational Roles (collecting , receiving and analyzing info)
Monitor, Disseminator and Spokesperson
In the 1960s, Henry Mintzberg did an empirical study of chief executives and discovered that managers were engaged in a number of varied, un-patterned, and short-duration activities. He defined management by categorizing what managers do based on the managerial roles they perform at work.
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14. What Roles Do Managers Play?
Decisional roles ( making decision and look into choices )
Entrepreneur, Disturbance Handler, Resource Allocator and Negotiator
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15. What Skills Do Managers Need?
Robert Katz and others describe four critical skills in managing
Conceptual Skills
Used to analyze and diagnose complex situations, help managers see how things fit together and facilitate making good decision.
Interpersonal Skills
working well with other people both individually and groups , so managers must have good skills to communicate, motivate, mentor and delegate.
Technical Skills
Based on specialized knowledge required for work (lower and middle managers knowing of the job they are performing, top managers knowing of the industry and a general understanding of the org’s process and products.
Political Skills
Used to build a power base and establish connections.
Another way to describing what managers do is by looking at the skills they need in managing. Managers must possess four critical skills in managing. Conceptual skills, Interpersonal Skills, Technical Skills and Political Skills.
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16. Is The Manager’s Job Universal?
All manager plan, organize, lead, and control but how they do them and how much they do them vary according to several dimensions:
Level in the Organization
Top level managers do more planning and less direct oversees of others than supervisors.
All managers make decisions, planning…..but the amount they delegate to each of them is different.
Therefore, the difference is not on the activity or function itself but on the degree, emphasis, and time that been given to each activity.
While the importance of managerial roles varies depending on a manager’s position within an organization, the differences are of degree and emphasis, not of function. As managers move up the organization, for example, they spend less time supervising and more time planning.
All managers, however, make decisions and plan, lead, organize, and control. But the amount of time they give to each activity is not necessarily constant. In addition, the content of the managerial activities changes with the manager’s level.
When measuring managerial performance in business, profit (the bottom line) is an unambiguous criterion. Even though not-for-profit organizations need money to survive, however, their managers do not live and die to maximize profits.
Given this difference, managers working in profit and not-for-profit organizations must perform similar functions: planning, organizing, leading, and controlling.
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18. Is The Manager’s Job Universal?
Profit vs. Nonprofit
Manager’s job are the same in both profit and non profit org. All of them make decisions, set goals, and motivate their employees.
The only difference is in the (performance measurement):
Profit organizations measure their performance by the amount of profit they achieve.
There are no specific measurement to measure the success of non-profit org.
The financial side is still important in non- profit org.

19. Is the Manager’s Job Universal? (cont’d)
Size of the Organization
Small businesses have fewer than 500 employees and which doesn’t often engage in any new innovative practices … managers in this kind of org do the role of spokesperson and spend most of their time in doing outwardly directed action ex meeting with costumers.
Large business is the contrast of the above.
National Borders (Geographic location)
It is not a good idea to make the manager and management concept universal because each country is greatly differ in its economic, political, social, and cultural environment.
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Why Study Management?
All of us have a vested interest in improving the way organizations are managed, by studying management you can know (what good manager should be going and what poor management are)
The causes of studying management are:
Organizations that are well managed find ways to prosper even in challenging economic times
After graduation most students become managers or are managed
Let’s look at some of the reasons why you may want to understand more about management. Because we interact with others every day of our lives, an understanding of management offers insights into many organizational aspects. Many once thriving organizations no longer exist. You can distinguish between by good and poor management by studying management.
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History Module
A Brief History of
Management’s Roots
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23. 3000 BC Sun Tzu Tzu wrote a book called The Art of War Military book
strategic management originates from military.

24. 1776 Adam smith
smith wrote his well-known book
the “wealth of nations,”
The book touches upon such broad topics about management such as the division of labor, productivity, and free markets.

25. 1908 Henry Ford
1908 Henry Ford an American industrialist, the founder of the Ford Motor Company,
Development of the assembly line technique of mass production

26. Fredrick Taylor
1911 Fredrick Taylor: Frederick Winslow Taylor was an American mechanical engineer
The father of the scientific management.

27. Cont.…. He wrote “the principles of scientific management.”
He invented the functions of management (Planning, Organizing, Leading and controlling).
Taylor believed that man is like a machine and all workers were motivated by money

28. 1930 Elton Mayo
George Elton Mayo was an Australian born psychologist, industrial researcher, and organizational theorist.
Established the scientific study of what today is called organizational behavior

29. 1943 Maslow's
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow

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