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2. Who Are Managers?* Manager
Someone who works with and through other people by coordinating, integrating and monitoring their work activities in order to accomplish organizational goals.
Survey shows that the most important factor in employee productivity and loyalty isn’t pay/benefits/working environment but it is the quality of relationship between employees and direct supervisors.
Distinction between managerial and non-managerial employees.
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3. Classifying Managers*
1. First-line Managers also called supervisors
Are at the lowest level of management and manage the work of non-managerial employees e.g. Shift managers, district managers, etc.
2. Middle Managers
Manage the work of first-line managers e.g. Regional manager, project leader, store manager, etc.
3. Top Managers
Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization e.g. Managing director, CEO, COO, President, etc.
e.g. Shift managers, district managers, department managers or office managers.
e.g. Regional manager, project leader, store manager or division manager
e.g. Managing director, CEO, COO, President.
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4. Traditionally structured organizations – shaped like a pyramid.
Managerial Levels*
Not all organizations do work by following this pyramid structure.
Traditionally structured organizations – shaped like a pyramid.
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Exhibit 1.1

5. What Is Management?* Managerial Concerns It is what managers do.
Formal definition - It involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals
Formal definition - It involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

6. Effectiveness and Efficiency in Management
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Exhibit 1.2

7. What Do Managers Do?*
Functional Approach – first suggested by Henri Fayol in the early part of the twentieth century
Planning
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 the work.
Fayol’s pillars of management - planning, organizing, commanding, coordinating and controlling.
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8. Management Functions Exhibit 1.3
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Exhibit 1.3

9. What Do Managers Do? (cont’d)*
Management Roles Approach–Henry Mintzberg
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Disturbance handler, resource allocator, negotiator, entrepreneur
According to this view, what managers do can be best described by looking the roles they play at work.
So which approach is better – functional or roles?
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10. What Do Managers Do? (cont’d)
Skills Approach – developed by Robert L. Katz
Technical 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
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11. Skills Needed at Different Management Levels
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Exhibit 1.5

12. How The Manager’s 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.
In today’s world, managers are dealing with changing workplaces, security threats, ethical issues, global economic and political uncertainties, and technological advancements.
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13. What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
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14. Characteristics of Organizations
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Exhibit 1.9

15. 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.
MANAGEMENT IS BOTH SCIENCE AS WELL AS AN ART.

16. Universal Need for Management
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Exhibit 1.11

17. Rewards and Challenges of Being A Manager
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Exhibit 1.12

18. The reality of management hierarchy….
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