Intro to Mgt & Org

8/4/2019 Intro to Mgt & Org

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Introduction toIntroduction to

Management andManagement andOrganizationsOrganizations



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Who Are Managers?Who Are Managers?

�� To explainTo explain how managers differ from nonhow managers differ from non--managerialmanagerial

employees.employees.

�� To describeTo describe how to classify managers in organizations.how to classify managers in organizations.

What Is Management?What Is Management?

�� To defineTo define management.management.

�� To explainTo explain why efficiency and effectiveness are importantwhy efficiency and effectiveness are important

to management.to management.



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Who Are Managers?Who Are Managers?

�� Manager Manager Someone who coordinates and oversees the work of Someone who coordinates and oversees the work of

other people so that organizational goals can beother people so that organizational goals can be

accomplished.accomplished.



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Classifying ManagersClassifying Managers

�� FirstFirst--line Managersline Managers Individuals who manage the work of nonIndividuals who manage the work of non--managerialmanagerial

employees.employees.

�� Middle ManagersMiddle Managers

Individuals who manage the work of f irstIndividuals who manage the work of f irst--linelinemanagers.managers.

�� Top ManagersTop Managers

Individuals who are responsible for makingIndividuals who are responsible for making

organizationorganization--wide decisions and establishing planswide decisions and establishing plansand goals that aff ect the entire organization.and goals that aff ect the entire organization.



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Exhibit 1Exhibit 1± ±11 Managerial LevelsManagerial Levels



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What Is Management?What Is Management?

�� Managerial ConcernsManagerial ConcernsEff iciencyEff iciency

³Doing things right´³Doing things right´

± ± Getting the most outputGetting the most output

for the least inputsfor the least inputs

Eff ectivenessEff ectiveness

³Doing the right things´³Doing the right things´

± ± Attaining organizational Attaining organizational

goalsgoals



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Exhibit 1Exhibit 1± ±22 Effectiveness and Efficiency in ManagementEffectiveness and Efficiency in Management



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What Do Managers Do?What Do Managers Do?

�� Functional Appr oachFunctional Appr oachPlanningPlanning

Def ining goals, establishing strategies to achieve goals,Def ining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.developing plans to integrate and coordinate activities.

OrganizingOrganizing

Arranging and structuring work to accomplish organizational Arranging and structuring work to accomplish organizational

goals.goals.

LeadingLeading

Working with and thr ough people to accomplish goals.Working with and thr ough people to accomplish goals.

Contr ollingContr olling Monitoring, comparing, and correcting work.Monitoring, comparing, and correcting work.



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ManagementManagement FunctionsFunctions



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What Do Managers Do? (cont¶d)What Do Managers Do? (cont¶d)

�� Management RolesManagement Roles Appr oach (Mintzberg) Appr oach (Mintzberg)

Interpersonal r olesInterpersonal r oles

Figurehead, leader, liaisonFigurehead, leader, liaison

Infor mational r olesInfor mational r oles Monitor, disseminator,Monitor, disseminator,

spokespersonspokesperson

Decisional r olesDecisional r oles

Disturbance handler, resourceDisturbance handler, resource

allocator, negotiator allocator, negotiator



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What Managers Actually Do (Mintzberg)What Managers Actually Do (Mintzberg)

�� InteractionInteractionwith otherswith others

with the organizationwith the organization

with the external contextwith the external context

of the organizationof the organization�� Ref lectionRef lection

thoughtf ul thinkingthoughtf ul thinking

�� Action Action

practical doingpractical doing



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What Do Managers Do? (cont¶d)What Do Managers Do? (cont¶d)

�� Skills Appr oachSkills Appr oachTechnical skillsTechnical skills

Knowledge and pr of iciency in a specif ic f ieldKnowledge and pr of iciency in a specif ic f ield

Human skillsHuman skills

The ability to work well with other peopleThe ability to work well with other peopleConceptual skillsConceptual skills

The ability to think and conceptualize about abstract andThe ability to think and conceptualize about abstract and

complex situations concerning the organizationcomplex situations concerning the organization



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SkillsSkills Needed at Different Management LevelsNeeded at Different Management Levels



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ConceptualConceptual SkillsSkills

�� Using infor mation to solve business pr oblemsUsing infor mation to solve business pr oblems�� Identifying of opportunities for innovationIdentifying of opportunities for innovation

�� Recognizing pr oblem areas and implementingRecognizing pr oblem areas and implementing

solutionssolutions

�� Selecting critical infor mation f r om masses of Selecting critical infor mation f r om masses of

datadata

�� Understanding of business uses of technologyUnderstanding of business uses of technology

�� Understanding of organization¶s business modelUnderstanding of organization¶s business model



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CommunicationCommunication SkillsSkills

�� Ability to transfor m ideas into words and actions Ability to transfor m ideas into words and actions�� Credibility among colleagues, peers, andCredibility among colleagues, peers, and

subordinatessubordinates

�� Listening and asking questionsListening and asking questions

�� Presentation skills; spoken for matPresentation skills; spoken for mat

�� Presentation skills; written and/or graphicPresentation skills; written and/or graphic

for matsfor mats



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EffectivenessEffectiveness SkillsSkills

�� Contributing to corporate mission/departmentalContributing to corporate mission/departmentalobjectivesobjectives

�� Customer focusCustomer focus

�� Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel

�� Negotiating skillsNegotiating skills

�� Pr o ject managementPr o ject management

�� Reviewing operations and implementingReviewing operations and implementingimpr ovementsimpr ovements



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EffectivenessEffectiveness Skills (cont¶d)Skills (cont¶d)

�� Setting and maintaining per for mance standardsSetting and maintaining per for mance standardsinternally and externallyinternally and externally

�� Setting priorities for attention and activitySetting priorities for attention and activity

�� Time managementTime management



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InterpersonalInterpersonal Skills (cont¶d)Skills (cont¶d)

�� Coaching and mentoring skillsCoaching and mentoring skills�� Diversity skills: working with diverse people andDiversity skills: working with diverse people and

culturescultures

�� Networking within the organizationNetworking within the organization

�� Networking outside the organizationNetworking outside the organization

�� Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment



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ManagementManagement Skills and Management Function MatrixSkills and Management Function Matrix



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How The Manager¶s Job Is ChangingHow The Manager¶s Job Is Changing

�� The Increasing Importance of CustomersThe Increasing Importance of CustomersCustomers: the reason that organizations existCustomers: the reason that organizations exist

Managing customer relationships is the responsibility of allManaging customer relationships is the responsibility of all

managers and employees.managers and employees.

Consistent high quality customer ser vice is essential for Consistent high quality customer ser vice is essential for

sur vival.sur vival.

�� InnovationInnovation

Doing things diff erently, exploring new territor y, andDoing things diff erently, exploring new territor y, and

taking riskstaking risks

Managers should encourage employees to be aware of andManagers should encourage employees to be aware of andact on opportunities for innovation.act on opportunities for innovation.



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ChangesChanges ImpactingImpacting

the Manager¶s Jobthe Manager¶s Job



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What Is An Organization?What Is An Organization?

�� An Organization Def ined An Organization Def ined A deliberate arrangement of people to accomplish A deliberate arrangement of people to accomplish

some specif ic purpose (that individuals independently some specif ic purpose (that individuals independently

could not accomplish alone).could not accomplish alone).

�� Common Characteristics of OrganizationsCommon Characteristics of OrganizationsHave a distinct purpose (goal)Have a distinct purpose (goal)

Composed of peopleComposed of people

Have a deliberate structureHave a deliberate structure



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CharacteristicsCharacteristics of Organizationsof Organizations



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TheThe Changing OrganizationChanging Organization



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Why Study Management?Why Study Management?

�� The Value of Studying ManagementThe Value of Studying ManagementThe universality of managementThe universality of management

Good management is needed in all organizations.Good management is needed in all organizations.

The reality of workThe reality of work

Employees either manage or are managed.Employees either manage or are managed.

Rewards and challenges of being a manager Rewards and challenges of being a manager

Management off ers challenging, exciting and creativeManagement off ers challenging, exciting and creative

opportunities for meaningf ul and f ulf illing work.opportunities for meaningf ul and f ulf illing work.

Successf ul managers receive signif icant monetar y rewardsSuccessf ul managers receive signif icant monetar y rewards

for their efforts.for their efforts.



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UniversalUniversal Need for ManagementNeed for Management



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Exhibit 1Exhibit 1± ±1212 Rewards and Challenges of Being A Manager Rewards and Challenges of Being A Manager



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Intro to Mgt & Org

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