CHAPTER # 01

INTRODUCTION TO
MANAGEMENT
AND
ORGANIZATION
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LEARNING OUTLINE
Who Are Managers?
Define who managers are.
Explain how manager differ from non-managerial
employees.
Discuss how to classify managers in organizations.

What Is Management?
Define management.
Contrast efficiency and effectiveness.

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L E A R N I N G O U T L I N E (contd)
What Do Managers Do?
Describe the four functions of management.
Explain Mintzbergs managerial roles.
Describe Katzs three essential managerial skills and how
the importance of these skills changes depending on
managerial level.

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L E A R N I N G O U T L I N E (contd)
What Is An Organization?
Describe the characteristics of an organization.

Why Study Management?

Explain the universality of management concept.
Discuss why an understanding of management is
important even if you dont plan to be a manager.
Describe the rewards and challenges of being a manager.

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Who Are Managers?

Manager
A manager is someone who works with and through
other people by coordinating and integrating their
work activities in order to accomplish organizational
goals.
A managers job is not about personal achievement
its about helping others do their work.

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Classification of Managers
First-line Managers
Are at the lowest level of management and manage the
work of non-managerial employees.
Are often called supervisors but may also be called shift
managers, department managers, or office managers.

Middle Managers
Are found between the lowest and top levels of the
organization
Manage the work of first-line managers.
Have typical titles such as regional manager, project
manager, store manager, or division manager, etc.
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Classification of Managers
Top Managers
Are responsible for making organization-wide
decisions and establishing plans and goals that affect
the entire organization.
Have typical titles such as executive vice president,
president, managing director, chief operating officer, or
chief executive officer.

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What Is Management?
Management is a set of activities (including
planning, organizing, leading, and controlling)
directed at an organizations resources
(human, financial, physical, and information)
with the aim of achieving organizational goals
in an efficient and effective manner.
Management is the process of effectively and
efficiently achieving the objectives of the
organization with and through people.
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Effectiveness Vs. Efficiency

Managerial Concerns
Effectiveness

Making right decisions and successfully implementing

them.

Doing

the right things

Attaining organizational goals

Efficiency
Using

resources wisely and ensuring maximum

utilization of them.
Doing things right
Getting the most output for the least inputs
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Management Functions
1. Planning
Defining

objectives and establishing courses of actions

for achieving those objectives.

2. Organizing
Grouping

and arranging activities and resources to

accomplish organizational goals.

3. Leading
Working

with and through people to accomplish goals.

Motivating, leading, influencing and any other actions
involved in dealing with people.

4. Controlling
Monitoring,

comparing, and correcting the work

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Management Roles
The term management roles refers to specific behaviors
or actions expected of a manager.
Henry Mintzberg, a well-known management researcher,
studied actual managers at work and identified 10 types of
roles under 3 broad categories that managers need to
play at workplace:
Interpersonal roles
Figurehead,

leader, liaison

Informational roles
Monitor,

disseminator, spokesperson

Decisional roles
Disturbance

handler, resource allocator, negotiator

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Management Roles (cont)

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Management Roles (cont)

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Management Roles Approach (cont)

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Management Skills
Robert L. Katz identified three types of managerial skills:
1. Technical skills
Job-specific

Knowledge and techniques needed to

proficiently perform work tasks.

2. Human skills
The

ability to work well with other people.

3. Conceptual skills
The

ability to think and conceptualize about abstract and

complex situations concerning the organization.
Managers must see the organization as a whole, understand
the relationship among various subunits, and visualize how
the organization fits into its broader environment.
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How The Managers Job Is Changing

The Increasing Importance of Customers
Customers: 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.

Innovation
Doing things differently, exploring new territory, and
taking risks
Managers

should encourage employees to be aware of

and act on opportunities for innovation.
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What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose

Common Characteristics of Organizations

Have a distinct purpose (goal)
Composed of people
Have a deliberate structure

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Why Study Management?

The Value of Studying Management:
The Universality of Management
Good

management is needed in all organizations.

The reality that management is needed in all types and
sizes of organizations, at all organizational levels, in all
organizational areas, and in organizations no matter
where located.

The Reality of Work

Once

you will begin career, as an employee or even an

entrepreneur, you will either manage or be managed.
An understanding of management forms the foundation
on which to build your management skills.
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Why Study Management?

The Value of Studying Management:
Rewards and Challenges of Being a Manager
Management

offers challenging, exciting and creative

opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary
rewards for their efforts.

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THANK YOU

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