Chapter 1 introduction to management and organization 1

Chapter (1) introduction to management and organization 1

Chapter Outcomes: l l l 2 classify managers and nonmanagerial employees. Define management. Describe the functions, roles, skills of managers. And how the manager job is changing. Describe the characteristics of an organization. Explain the value of studying management.

Who’s manager: l l l 3 the organizational member who told others what to do and how to do it. Someone who coordinates and oversees the work of other people to accomplish the organizational goals. Who helping others do their work.

Managers job: l l l 4 coordinating the work of departmental group. Supervising a single person. Coordinating the work activities of a team of people from different departments or even people outside the organization.

Classify Managers: Shaped like a pyramid because more employees are at lower organizational levels than at upper organizational levels. Managers often classified as: l first line manager: lower management: the lowest level of management who manage the work of nonmanagerial employees and typically are directly or indirectly involved with producing the organization’s products or servicing the organization’s customers. Often called (have title) like: supervisors, shift managers, district managers, department managers, office managers. 5

Classify Managers: Continued: l 6 Middle managers: middle management: those found between the lowest and top levels of organizations and manage the work of first line managers, and may have title like: regional manager, project leader, store manager, division manager.

Classify Managers: continued l 7 Upper level managers: top management: who are responsible for making organization decisions and establishing the plans and goals that affect the entire organization, and may have title like: executive vice president, managing director, chief operating officer.

What is management: l 8 Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Mangers can’t do what they want anytime, anywhere or in any way.

What is management: continued l l l 9 Efficiently: doing things right, which means; getting the most output form the least amount of inputs. Because managers deal with scare resources such as, people, money, materials, and equipment. It concerned with the means of getting things done. Effectiveness: doing the right things, which means: completing the activities so that the organization goals, attained. It concerned with the ends.

What is management: continued l l 10 Both should go hand in hand. Successful organizations with high efficiency and effectiveness (high performance), but unsuccessful (poor) organization leads to (poor performance).

What do managers do l 11 What do managers do? Three approaches to describe that: functions, roles, and skills.

What do managers do: Continued: l l l 12 The management Functions: planning: it’s the road map; involve defining the goals, establishing strategy, and developing plans to coordinate and integrate activates. Organizing: involve arranging and structuring work to accomplish organizational goals. Determine what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

What do managers do : Continued: l l 13 Leading: involve working with and through people to accomplish organizational goals; by motivate subordinates, help resolve work group conflicts, and by select the most effective communication channel. Controlling: involve monitoring, comparing, and correcting work performance; to ensure that goals are being met and that work is being done as it should be.

What do managers do: Continued: l l 14 2) The management Roles: Refers to specific actions or behaviors expected of a manager. Exhibit 1 -5 Mintzberg showing the three managerial roles: Interpersonal, informational, and decisional roles.

What do managers do: Continued: l l l 15 a) Interpersonal roles: involve people and other duties that are ceremonial and symbolic in nature. ex: leader, figurehead, liaison) b) Informational roles: involve collecting, receiving, and disseminating information. ex: monitor, disseminator, spokesperson. c) Decisional roles: revolve around making choices. Ex: entrepreneur, negotiator.

What do managers do: Continued: l l l 16 3) Management Skills: Managers need three essential skills: exhibit 1 -6 show that. Technical skills: be more important for first line managers, because they manage employees who use tools and techniques to produce the organizational products. Knowledge and techniques needed to proficiently perform work tasks.

What do managers do: Continued: l 17 Human skills: Are equally important to all levels of management. Managers with good human skills get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. The ability to work well with others.

What do managers do: Continued: l 18 Conceptual skills: be more important for top managers, managers see organization as a whole, understand the relationships among various subunits. The ability to think and conceptualize about abstract and complex situations.

What do managers do: Continued: Another Managerial skills involve: exhibit 1 -7 l delegating effectively (making sure work gets done right). l Being an effective communicator. l Thinking critically. l Managing work load/time. l Identifying clear roles for employees. l Creating an environment of openness, trust, and challenge. 19

How the manager’s job is changing: l l 20 In today’s world, managers are dealing with changing workplaces, changing technology, security threats, ethical issues, global economic (competitiveness), and political uncertainties. Exhibit 1 -8 page 28 showing changes affecting a manager’s job.

How the manager’s job is changing: Continued: Importance of innovation to the manager’s job: l Innovation means doing things differently, exploring new territory, and taking risks, innovative effort can be found in all types of organizations. l Management is needed in all types of organizations (profit and nonprofit, all size of organization (small to large), in all organization levels (bottom to top), in all work areas, and in where org. located. 21

What is An Organization? l l 22 It’s a deliberate arrangement of people to accomplish some specific purpose. Arranging and structuring work to accomplish an organization’s goals.

What is An Organization? Continued: l Organizations have three common characteristics: exhibit 1 -9 – – – 23 distinct purpose: expressed through goals that the org. hopes to accomplish. People: to perform the work that is necessary to achieve the org. goals. Deliberate structure: to explain the relationships between org. units, the structure may be open and flexible, showing job duties, rules, regulations, job descriptions

Why study Management: exhibit 1 -10 page 31 l A) the universality of management: means management is needed in all types and sizes of organizations, at all organizational levels, in all organizational work areas, and in where the org. located. In studying management , you’ll be able to recognize poor management and work to get it corrected. 24

Why study Management: Continued: l 25 B) The reality of work: people after graduate and begin the real career life, will either manage or managed, the understanding of management, form the foundation on which to build your management skills.

Why study Management: Continued: l l 26 Rewards and Challenge of being A manager: exhibit 1 -11 page 32, challenges first then being a manager can be rewarding.