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Managers and Managem entCopyright 2011 Pearson Education

Learning Outcomes Tell who managers are and where they work Define management Describe what managers do Explain why its important to study management Describe the factors that are reshaping and redefining managementCopyright 2011 Pearson Education 1-2

Who Are Managers? Where Do They Work? Organization A deliberate arrangement of people brought together to accomplish some are deliberate arrangements of people to accomplish a specific purpose.

Common Characteristics of Organizations Distinct purpose People working together A deliberate systematic structureCopyright 2011 Pearson Education 1-3

Copyright 2011 Pearson Education

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How Are Managers Different from Nonmanagerial Employees? 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 Individuals in organizations who direct the activities of others.


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What Titles Do Managers Have? Top Managers Responsible for making decisions about the direction of the organization. Examples; President, Chief Executive Officer, Vice-President

Middle Managers Manage the activities of other managers. Examples; District Manager, Division Manager

First-line Managers Responsible for directing nonmanagerial employees Examples; Supervisor, Team LeaderCopyright 2011 Pearson Education 1-7

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 Copyrightpeople, money, and 1-8 like 2011 Pearson Education


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What Do Managers Do?In the functions approach proposed by French industrialist Henri Fayol, all managers perform certain activities or functions


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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 performanceCopyright 2011 Pearson Education 1-11


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What Roles Do Managers Play?Henry Mintzberg observed that a managers 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, Copyright 2011 Pearson Resource Allocator and Negotiator Education1-13


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Is The Managers Job Universal?The previous discussion describe management as a generic activity. In reality, a managers 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 objectivesCopyright 2011 Pearson Education

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Is the Managers Job Universal? (contd) 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 modified2011 Pearson Copyright Education in other global

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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 Copyright 2011 Pearson managed Education

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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 Copyright 2011 Pearson and establish a power base Education connections1-20

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 Copyright 2011 Pearson Education

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What Can Students of Management Learn From Other Courses? (contd) Philosophy Inquires into the nature of things, particularly values and ethics

Psychology The science that seeks to measure, explain and sometimes change the behavior of humans

Political Science The study of behavior and groups within a political environment

Sociology The study of people in relationship to their fellow human beings1-22


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


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Why Are Customers Important to the Managers Job? Without customers most organizations would cease to exist Today were 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 g to customer needsCopyright 2011 Pearson Education

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Why Is Innovation Important to the Managers Job? Nothing is more risky than not innovating Innovation isnt just important for high technology companies but essential in all types of organizationsCopyright 2011 Pearson Education 1-25

History ModuleA Brief History of Managements RootsCopyright 2011 Pearson Education 1-26

Early Management Management has been practiced a long time. Organized endeavors directed by people responsible for planning, organizing, leading and controlling have existed for Copyright thousands of years 2011 Pearson Education

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Classical Approaches Scientific Management Frederick W. Taylor described scientific management as a method of scientifically finding the one best way to do a job


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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 principlesCopyright 2011 Pearson Education 1-29

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.


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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 Copyright 2011 individual productivity Pearson Education

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Quantitative Approaches Quantitative Approach 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)


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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 Copyright different ways of 2011 Pearson managing 1-33 Education

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