Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.

Tell who managers are and where they work
Learning Outcomes Explain why it’s important to study management Tell who managers are and where they work Describe what managers do Describe the factors that are reshaping and redefining management Define management

Introduction Managers are very important because they are manage the organization. Good management ensure the organization is managed in effective way. Well organized company or organization has good and competent managers. Success of organization is depend on the management of the company. Who are the managers ?

Who Are Managers? Where Do They Work?
What is Organization? A deliberate arrangement of people brought together to accomplish a specific purpose. Example: University, company Common Characteristics of Organizations Distinct purpose (Mission, vision) People working together (Goal can be achieved by people) A deliberate systematic structure (rules, regulation, supervision, work team) 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-4

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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 The managers don’t work directly on tasks Individuals in organizations who direct and oversee the activities of others. 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-6

Nonmanagerial Employees

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What Titles Do Managers Have?
Top Managers Responsible for making decisions about the direction of the organization. (Strategy and action-plan) Examples; President, Chief Executive Officer, Vice-President Middle Managers Between top and lowest level of the organization Manage the activities of other managers. Examples; District Manager, Division Manager First-line Managers Responsible for directing 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-9

Example CEO/MD General managers Dept managers Dept managers supervisor
operator operator operator

What Is Management? Management The process of getting things done effectively and efficiently, with and through people Effectiveness “Doing the right things”, doing those tasks that help an organization reach its goals Efficiency Concerned with the means, efficient use of resources like people, money, and equipment 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-11

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What Do Managers Do? In the functions approach proposed by French industrialist Henri Fayol, all managers perform five activities or functions Plan, organize, command, coordinate and control 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-13

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 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-14

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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 Figurehead, Leader, and Liaison Informational Roles Monitor, Disseminator and Spokesperson Decisional roles Entrepreneur, Disturbance Handler, Resource Allocator and Negotiator 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-16

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What Skills Do Managers Need?
Robert Katz and others describe four critical skills in managing Conceptual Skills Used to analyze complex situations Interpersonal Skills Used to communicate, motivate, mentor and delegate Technical Skills Based on specialized knowledge required for work 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-18

Is The Manager’s Job Universal?
The previous discussion describe management as a generic activity. In reality, a manager’s job varies with along several dimensions Level in the Organization Top level managers do more planning than supervisors Profit vs. Nonprofit Management performance is measured on different objectives 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-19

Is the Manager’s Job Universal? (cont’d)
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 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-20

The amount of time of each activities is difference As managers move up in the organization, they do more planning and less overseeing of others. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-21

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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 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. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-23

What Can Students of Management Learn From Other Courses?
Anthropology The study of social societies which helps us learn about humans and their activities Economics Provides us with an understanding of the changing economy and competition in a global context It’s important to study areas outside the business curriculum because other disciplines including humanities and social sciences affect management practice. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-24

What Can Students of Management Learn From Other Courses? (cont’d)
Philosophy Inquires into the nature of things, particularly values and ethics Political Science The study of behavior and groups within a political environment Psychology The science that seeks to measure, explain and sometimes change the behavior of humans Sociology The study of people in relationship to their fellow human beings Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-25

What Factors Are Reshaping and Redefining Management?
Welcome to the new world of management! Today managers must deal with Changing workplaces Ethical and trust issues Global economic uncertainties Changing technologies Managers everywhere are likely to have to manage in changing circumstances and the fact that management is changing. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-26

Why Are Customers Important to the Manager’s Job?
Customer focus Without customers most organizations would cease to exist Today we’re discovering that employee attitudes and behaviors play a big part in customer satisfaction Managers must create a customer responsive where employees are friendly, knowledgeable, responsive to customer needs Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-27

Why Is Innovation Important to the Manager’s Job?
“Nothing is more risky than not innovating” Innovation isn’t just important for high technology companies but essential in all types of organizations Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-28

Early Management Management has been practiced a long time. Organized endeavors directed by people responsible for planning, organizing, leading and controlling have existed for thousands of years Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-30

Classical Approaches Scientific Management Frederick W. Taylor described scientific management as a method of scientifically finding the “one best way to do a job” Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-31

Other Classic Approaches
General Administrative Theory focused on what constituted good management Max Weber (pictured) described the bureaucracy as an ideal rational form of organization Henri Fayol identified five management functions and 14 management principles Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-32

Behavioral Approaches
Early management writers included Robert Owen, was concerned about deplorable working conditions Hugo Munsterberg, a pioneer the field of industrial psychology Mary Parker Follett recognized hat organizations could be viewed from both individual and group behavior. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-33

The Hawthorne Studies Conducted at the Western Electric Company Works these studies: Provided new insights into individual and group behavior in the behavior of people at work. Concluded that group pressures can significantly impact individual productivity Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-34

Quantitative Approaches
Used quantitative techniques to improve decision making Evolved from mathematical and statistical solutions developed for military problems during World War II W. Edwards Deming and Joseph M. Duran ‘s ideas became the basis for total quality management (TQM) 1–35 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.

Contemporary Approaches
Focused on managers’ concerns inside the organization Chester Barnard wrote in his 1938 book The Functions of the Executive that an organization functioned as a cooperative system Fred Feildler first popularized the contingency approach (or situational approach) which says that organizations, employees, and situations are different and require different ways of managing Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-36

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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.

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