1. Developed by Prof. Dr. Majed El-Farra
Chapter 1
INTRODUCTION
TO MANAGEMENT
AND
ORGANIZATIONS
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Developed by Prof. Dr. Majed El-Farra
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2. Developed by Prof. Dr. Majed El-Farra
Learning Objectives
You should learn to:
Explain what a manager is and how the role of a manager has changed
Define management
Distinguish between efficiency and effectiveness
Describe the basic management functions and the management process
Identify the roles performed by managers
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3. Learning Objectives (cont.)
You should learn to:
Describe the skills managers need
Explain what managers do using the systems perspective
Identify what managers do using the contingency perspective
Describe what an organization is and how the concept of an organization has changed
Explain the value of studying management
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4. Developed by Prof. Dr. Majed El-Farra
Who Are Managers?
Manager
someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees
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5. Who Are Managers? (cont.)
Managerial Titles
First-line managers - manage the work of non-managerial individuals who are directly involved with the production or creation of the organization’s products
Middle managers - all managers between the first-line level and the top level of the organization
manage the first-line managers
Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization
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6. Developed by Prof. Dr. Majed El-Farra
Organizational Levels
Non-managerial Employees
Top
Managers
Middle
First-line
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7. Developed by Prof. Dr. Majed El-Farra
What Is Management?
Management
the process of coordinating work activities so that they are completed efficiently and effectively with and through other people
elements of definition
Process - represents ongoing functions or primary activities engaged in by managers
Coordinating - distinguishes a managerial position from a non-managerial one. It helps to avoid conflict and duplication.
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8. What is Management? (cont.)
elements of definition
Efficiency - getting the most output from the least amount of inputs
“doing things right”
concerned with means
Effectiveness - completing activities so that organizational goals are attained
“doing the right things”
concerned with ends
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9. Efficiency and Effectiveness in Management
Resource
Usage
Efficiency (Means)
Goal
Attainment
Effectiveness (Ends)
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
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10. Developed by Prof. Dr. Majed El-Farra
Research
Write a research between 5-10 pages about:
Controlling and evaluation. Try to visit an organization to investigate the aspects of controlling system they have.
Developed by Prof. Dr. Majed El-Farra

11. Management Functions and Processes
.Henri Fayol, a French industrialist from the early part of the 1900s, proposed that managers perform five management functions: POCCC (plan, organize, command, coordinate, control).
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12. Developed by Prof. Dr. Majed El-Farra
What Do Managers Do?
Management Functions and Process
most useful conceptualization of the manager’s job
Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.
Organizing - determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made.
Leading - directing and motivating all involved parties and dealing with employee behavior issues
Controlling - monitoring activities to ensure that they are going as planned
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13. What Do Managers Do? (cont.)
Management Functions and Process (cont.)
Management process
set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control
managerial activities are usually done in a continuous manner
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14. What Do Managers Do? (cont.)
Management Roles
specific categories of managerial behavior
Interpersonal - involve people and duties that are ceremonial and symbolic in nature
Informational - receiving, collecting, and disseminating information
Decisional - revolve around making choices
emphasis that managers give to the various roles seems to change with their organizational level
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15. EXHIBIT 1.4: MINTZBERG’S MANAGERIAL ROLES
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16. What Do Managers Do? (cont.)
Management Skills
Technical - knowledge of and proficiency in a certain specialized field
Human - ability to work well with other people both individually and in a group
Conceptual - ability to think and to conceptualize about abstract and complex situations
see the organization as a whole
understand the relationships among subunits
visualize how the organization fits into its broader environment
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17. EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
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18. Exercise in Emotional Intelligence
Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead and inspire enthusiasm and trust. Self-Assessment “What’s your Emotional Intelligence Score?”
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19. Exercise in Emotional Intelligence continue..
What did you find out about yourself in doing this exercise? Did anything surprise you about your assessment?
How can you use this information in helping you to plan your career?
Do you think this information will help you as a manager? How?
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20. What Do Managers Do? (cont.)
Managing Systems
System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole
provides a more general and broader picture of what managers do than the other perspectives provide
Closed system - not influenced by and do not interact with their environment
Open system - dramatically interact with their environment
organizations - take in inputs from their environments
transform or process inputs into outputs
outputs are distributed into the environment
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21. The Organization As An Open System
Environment
System
Transformation
Employee’s work
activities
Management
Technology and
operations methods
Outputs
Inputs
Raw materials
Human resources
Capital
Technology
Information
Products and services
Financial results
Human results
Feedback
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Developed by Prof. Dr. Majed El-Farra
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22. What Do Managers Do? (cont.)
Managing Systems (cont.)
managers must
coordinate various work activities
ensure that interdependent parts work together
recognize and understand the impact of various external factors
decisions and actions taken in one organizational area will affect other areas and vice versa
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23. What Do Managers Do? (cont.)
Managing in Different and Changing Situations.
Require managers to use different approaches and techniques
Contingency perspective - different ways of managing are required in different organizations and different circumstances
The contingency perspective, sometimes called the situational approach, is a view that the organization recognizes and responds to situational variables as they arise.
stresses that there are no simplistic or universal rules
contingency variable
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24. EXHIBIT 1.8: POPULAR CONTINGENCY VARIABLES
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25. What Is An Organization?
a deliberate arrangement of people to accomplish some specific purpose
elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
flexible work arrangements
open communications
greater responsiveness to changes
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26. EXHIBIT 1.10: THE CHANGING ORGANIZATION
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27. Developed by Prof. Dr. Majed El-Farra
Why Study Management?
Universality of Management
management is needed
in all types and sizes of organizations
at all organizational levels
in all work areas
management functions must be performed in all organizations
consequently, have vested interest in improving management
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28. EXHIBIT 1.11: UNIVERSAL NEED FOR MANAGEMENT
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29. Why Study Management? (cont.)
The Reality of Work
most people have some managerial responsibilities
most people work for a manager
Challenges of Being a Manager
being a manager is hard work
- must deal with a variety of personalities
- must motivate workers in the face of uncertainty
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30. Why Study Management? (cont.)
Rewards and challenges of Being a Manager
Challenges
a. Managers may find it difficult to effectively blend the knowledge, skills, ambitions, and experiences of a diverse group of employees.
b. A manager’s success typically is dependent on others’ work performance.
Rewards
a. Managers get to create a work environment in which organizational members can do their work to the best of their ability and help the organization achieve its goals.
b. Receiving recognition and status in the organization and the community, playing a role in influencing organizational outcomes, and receiving appropriate compensation.
c. Satisfaction from knowing that efforts, skills, and abilities are needed by the organization.
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31. WORKING TOGETHER—Team-Based Exercise
 This exercise asks students, in small groups, to develop a list of characteristics that make individuals good managers. Then for each characteristic, the students are to identify which management function it falls under.
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32. Developed by Prof. Dr. Majed El-Farra
Review
Can you think of situations where management doesn’t matter to organizations? Explain.
No. The principle of the universality of management—the certainty that management is needed in all types and sizes of organizations, at all organizational levels, and in all organizational work areas, regardless of where they’re located—applies here.
Developed by Prof. Dr. Majed El-Farra

33. Developed by Prof. Dr. Majed El-Farra
Review
In today’s environment, which is more important to organizations— Efficiency or effectiveness? Explain your choice.
Both are integral to effective management. Management refers to the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people. Efficiency is getting the most output from the least amount of inputs, the goal of which is to minimize resource costs. (See Exhibit 1.2.). Effectiveness is completing activities so that organizational goals are attained; often described as “doing the right things.” (See Exhibit 1.2.)
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34. Developed by Prof. Dr. Majed El-Farra
Review
Is there one best “style” of management? Why or why not?
No, there’s probably not one single “best” style of management. Organizational situations vary and what works best in one organization may not necessarily work best in another. Point out to students that they’re going to see a variety of managerial “styles” illustrated throughout the textbook in different boxes, examples, and cases. Each individual tends to develop his or her own preferred “style” of managing.
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35. Developed by Prof. Dr. Majed El-Farra
Review
Why do you think skills of job candidates have become so important to employers? What are the implications for (a) managers, in general, and (b) you, personally?
Employees need to be willing to constantly upgrade their skills and take on extra work outside their own specific job area.
The implication for managers of the increasing importance of employee skills is that the job of integrating and coordinating the work of others becomes more challenging. However, it also means that the people a manager manages may have more skills and can be more involved in designing ways to do their jobs effectively and efficiently.
Developed by Prof. Dr. Majed El-Farra