1. Organizations and managers
BOH4M1

2. Organization
A collection of people working together to achieve a common purpose
Three characteristics:
1. Purpose—to create a good or service
2. Division of labour—different tasks assigned to different people
3. Hierarchy of authority—a level-by level management structure of increasing responsibility

3. Activity
Using the three characteristics, prove that the following are an organization: 1. Your family 2. A soccer team 3. McDonald’s

4. MANAGERS A person who is responsible for the work of others
Examples—CEO (Chief Executive Officer), supervisor, plant manager
Must co-ordinate human resources (people) with material resources (information, raw materials) to produce goods and services
A manager’s responsibility is to obtain the highest level of performance for the least amount of inputs

5. Managerial Levels Upper Management
Establishes organizational objectives
Monitors external environment and trends
Examples: CEO, COO (Chief Operating Officer), CFO (Chief Financial Officer), Vice-President of Marketing, VP of Human Resources

6. Managerial Levels Middle Management Interpret direction from above
In charge or relatively large departments or divisions consisting of several smaller work units
Guide lower management
Examples: Deans in Universities, Plant Manager, Human Resource Director

7. Managerial Levels Lower Management Manages non-managerial workers
Ensure that their work teams meet performance objectives that are consistent with higher level organizational goals
Examples: Department Head, Supervisor, Foreperson, Assistant Manager

8. Types of Managers Line managers
Their work directly contributes to the production of the organization’s basic goods or services
Examples: Retail Managers, CEO, Plant Managers
Staff managers
Work in specialized support areas such as marketing, accounting, human resources, and the legal department to support the efforts of line workers
Examples: CFO, Director of Human Resources

9. Managers vs. Administrators
Work in for profit organizations
Administrators
Work in non-profit organizations
Examples: Public Administrator, Principal, Hospital Administrator

10. Functional vs. General Managers
Responsible for a single area such as accounting, engineering, marketing, human resources
General
Responsible for complex areas that include many functional areas
Examples: Department Store Manager, Plant Manager who oversees manufacturing, warehousing, and sales

11. Complete the following chart:
UPPER
LINE
MANAGER
GENERAL
MIDDLE
STAFF
MANAGER
Functional
MIDDLE
LINE
MANAGER
GENERAL
LOWER
LINE
MANAGER
GENERAL
MIDDLE
STAFF
ADMIN.
Functional

12. MANAGERIAL FUNCTIONS Planning
The process of setting goals and determining how those goals will be met
Organizing
The process of arranging people, tasks, responsibilities, and resources
Leading
The process of inspiring and motivating people to excellence
Controlling
The process of monitoring achievement and taking corrective action

13. Managerial Roles Interpersonal Roles Interacting with other people
Figurehead
Leader
Informational Roles
Exchanging and processing data
Monitor
Disseminator
Spokesperson

14. Managerial Roles Decisional Roles Using information to make decisions
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

15. Managerial Skills Technical Skills
Specialized skills such as engineering, accounting, marketing, information technology
Skills are initially acquired through formal education and are further developed by training and job experience
Most important in lower management

16. Managerial Skills Human Skills An ability to interact with people
Important at all management levels

17. Managerial Skills Conceptual Skills
Ability to think critically and analytically
Solve problems
Most important in upper management