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Chapter 1

INTRODUCTIONTO MANAGEMENT

AND ORGANIZATIONS

© Prentice Hall, 2002

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Management Overview

Managers

Management

Organizations

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Management Overview

Managers performs

Management in

the Organizations

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Management Overview

• What Is An Organization?A deliberate arrangement of people to accomplish

some specific purposeAny entity where 2 or more then 2 persons working

together for a common purpose

• Common Characteristics of OrganizationsPeoplePurposeProcess (POLCA)

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Exhibit 1.10Exhibit 1.10

The Changing Organization

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Who Are Managers?

• Manager Someone who works with and through other people by

coordinating and integrating their work activities in order to accomplish organizational goals.

Is the one who achieve goals by working with the people or through people

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Classifying Managers

• First-line ManagersAre the lowest level of management and manage the

work of non-managerial employees.

• Middle ManagersManage the work of first-line managers.

• Top ManagersAre responsible for making organization-wide

decisions and establishing plans and goals that affect the entire organization.

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Exhibit 1.1Exhibit 1.1

Managerial Levels

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What Do Managers Do? (cont’d)

• Management Roles Approach Interpersonal roles

Figurehead, leader, liaison Informational roles

Monitor, disseminator, spokesperson

Decisional roles Disturbance handler,

resource allocation, negotiator

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What Do Managers Do?

• Functional ApproachPlanning

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

Organizing Arranging work to accomplish organizational goals.

Leading Working with and through people to accomplish goals.

Controlling Monitoring, comparing, and correcting the work.

Assurance Manager should be assured that plan will execute

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Exhibit 1.3Exhibit 1.3

Management Functions

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What Is Management?

The process of coordinating work activities so they are completed

efficiently and effectively with and through other people • Managerial Concerns

Efficiency“Doing things right”

– Getting the most output from the least inputs

– The ability to make the best use of available resource in the process of achieving goals !

Effectiveness“Doing the right things”

– Attaining organizational goals– The ability to choose appropriate goals and

achieve them !

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Exhibit 1.2Exhibit 1.2

Efficiency and Effectiveness in Management

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What Do Managers Do? (cont’d)

• Skills ApproachTechnical skills

Knowledge and proficiency in a specific fieldHuman skills

The ability to work well with other peopleConceptual skills

The ability to think and conceptualize about abstract and complex situations concerning the organization

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Exhibit 1.5Exhibit 1.5

Skills Needed at Different Management Levels

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What Do Managers Do? (cont.)

• Managing SystemsSystem - 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 provideClosed system - not influenced by and do not interact with

their environmentOpen system - dramatically interact with their environment

organizations - take inputs from their environments– transform or process inputs into outputs– outputs are distributed into the environment

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Conceptual Skills

• Using information to solve business problems

• Identifying of opportunities for innovation

• Recognizing problem areas and implementing solutions

• Selecting critical information from masses of data

• Understanding of business uses of technology

• Understanding of organization’s business model

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Communication Skills

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and subordinates

• Listening and asking questions

• Presentation skills; spoken format

• Presentation skills; written and/or graphic formats

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Effectiveness Skills

• Contributing to corporate mission/departmental objectives

• Customer focus

• Multitasking: working at multiple tasks in parallel

• Negotiating skills

• Project management

• Reviewing operations and implementing improvements

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Effectiveness Skills (cont’d)

• Setting and maintaining performance standards internally and externally

• Setting priorities for attention and activity

• Time management

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Interpersonal Skills

• Coaching and mentoring skills

• Diversity skills: working with diverse people and cultures

• Networking within the organization

• Networking outside the organization

• Working in teams; cooperation and commitment

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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How The Manager’s Job Is Changing

• The Increasing Importance of CustomersCustomers: 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.

• InnovationDoing things differently, exploring new territory, and

taking risks Managers should encourage employees to be aware of

and act on opportunities for innovation.