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Management
CH: One
Introduction to Management
and Organizations
 CH : One
Introduction to Management
and Organizations 2

MAJOR TOPICS
◼ Define management.

◼ Functions of Management.

◼ Define Organization.

◼ Describe how to classify managers in organizations.

◼ why efficiency and effectiveness are important to

management.
◼ Management skills.
• Management is an art of getting things done
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through others by directing their efforts towards
achievement of pre-determined goals.
• Management has been described as a social
process involving responsibility for economical
and effective planning & regulation of operation
of an enterprise in the fulfillment of given
purposes.
• It is a dynamic process consisting of various
elements and activities.
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➢ Importance of Management
• It helps in Achieving Goals .
• Optimum Utilization of Resources.
• Reduces Costs.
• Establishes Sound Organization.
• Essentials for Prosperity of Society.
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➢Functions of Management or
Steps of Management Process

▪ Planning: Determining Courses of Action.

▪ Organizing: Coordinating Activities and Resources.
▪ Leading: Managing, Motivating and Directing
People.
▪ Controlling: Monitoring and Evaluating activities.
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Organization :
▪ A deliberate arrangement of people to
accomplish some specific purpose (that
individuals independently could not accomplish
alone).

Common Characteristics of Organizations

▪ Have a distinct purpose (goal)
▪ Composed of people
▪ Have a deliberate structure
• Who Are Managers? 7
• Manager
➢The organizational member who told
others what to do and how to do it.

• No-managerial employees
➢Those organizational member who
worked directly on a job or task and had
no one reporting to them.
 Managerial Levels
• In traditionally structured organizations (which
are said to be shaped like a pyramid
because there are more employees at lower
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organizational levels than at upper
organizational levels), manager are often
described as first-line, middle, or top.
• Classifying Managers
• First-line Managers
➢ Individuals who manage the work of non-managerial
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employees. (the
lowest level of management)
➢ First-line managers often have the title of supervisor, but they may also be
called shift managers, district managers, department managers, office
managers.
• Middle Managers
➢ Individuals who manage the work of first-line managers.
➢ Include all levels of management between the first level and the top level of
organization.
➢ They may have titles such as regional manager, project leader, division
manager.
• Top Managers
➢ Individuals who are responsible for making organization-wide decisions
and establishing plans and goals that affect the entire organization.
➢ These individuals typically have titles such as executive vice president,
president, managing director, chief operating officer, chief executive
officer, or chairperson.
➢ Management is what managers do.
• Management involves coordinating and
overseeing the work activities of others so 10
that their activities are completed efficiently
and effectively.
• Managerial Concerns
➢ Efficiency
❖ “Doing things right” that is not wasting resources.
– Getting the most output for the least inputs
– Manager deal with scarce inputs, including resources such as
people , money and equipment, they’re concerned with the efficient
use of those resources
➢ Effectiveness
❖ “Doing the right things”
– Attaining organizational goals (doing those work activities that will
help the organization reach its goals)
• What Do Managers Do? 11
• Functional Approach
➢ Planning
❖ Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate
activities.
➢ Organizing
❖ Arranging and structuring work to accomplish
organizational goals.
➢ Leading
❖ Working with and through people to accomplish
goals.
➢ Controlling
❖ Monitoring, comparing, and correcting work.
• Management skills
➢ A manager’s job is varied and complex. 12
Managers need certain skills to perform the
duties and activities associated with being a
manager.
What type of skills does a manager need?
• Skills Approach
➢ Technical skills
❖ Knowledge and proficiency in a specific field.
➢ Human skills
❖ The ability to work well with other people
➢ Conceptual skills
❖ The ability to think about abstract and complex
situations concerning the organization
• Technical skills 13
➢ The job specific knowledge and techniques needed to
proficiently perform specific tasks.
➢ The skills tend to be more important for lower level
managers because they typically are managing
employees who are using tools and techniques to
produce the organization’s products or service.
• Human skills
➢ Involve the ability to work well with other people both
individually and in group.
➢ Because managers deal directly with people, these
skills are essential and equally important at all levels of
management.
➢ Managers with good human skills are able to get the
best out of their people.
• Conceptual skills
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➢The skills managers use to think and to
conceptualize about abstract and
complex situations.
➢Using these skills, managers must see
the organization as a whole, understand
the relationships among various
subunits, and visualize how the
organization fits into its broader
environment.
➢The skills are most important at the top
management levels.
Skills Needed at Different Management Levels 15
• Other important managerial skills were
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identified in a survey of practicing
managers by the American Management
Association.

• These skills included:

1. Communication
2. Effectiveness
3. interpersonal
Communication Skills
• Ability to transform ideas into words and actions
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• Listening and asking questions
• Presentation skills.
• 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
• Time management
Interpersonal Skills
• Coaching and mentoring skills
• working with diverse people and cultures
• Working in teams.
• Networking within and outside the organization
 CH : One
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TRUE OR FALSE: Place T or F in the space provided to the left
of the statement.
_____1. Management affects employee morale but not a
company’s financial performance.
_____2. In order to be considered a manager, an individual
must coordinate the work of others.
_____3. Supervisors and foremen may both be considered
first-line managers.
_____4. A goal of efficiency is to minimize resource costs.
_____5. Efficiency is often referred to as “doing things
right.”
_____6. Managers who are effective at meeting
organizational goals always act efficiently.
 CH : One
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TRUE OR FALSE: Place T or F in the space provided to the left
of the statement.
_____7. The four contemporary functions of management are
planning, organizing, leading, and controlling.
_____8. Directing and motivating are part of the controlling
function of management.
_____9. Resource allocation and disturbance handling are both
considered decisional roles.
_____10. Katz found that managers needed three essential skills:
technical, human, and informational.
_____11.Technical skills become less important as a manager
moves into higher levels of management.
_____12. Conceptual skills become less important as a manager
moves into top management.
.
 CH :One
MULTIPLE CHOICE: Circle the letter before the correct answer in each of the following
questions.
1-Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
is ___________.
a. an assembly line worker
b. a laborer
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c. a manager
d. a salesperson
2-All levels of management between the supervisory level and the top level of the organization are termed _____________.
a) middle managers
b) first-line managers
c) supervisors
d) foremen
3-The lowest level of management is ______________.
a) a nonmanagerial employee
b) a department of research manager
c) a vice president
d) a first-line manager
4- Supervisor is another name for which of the following?
a) team leader
b) middle manager
c) first-line manager
d) top manager
5-Whereas _____________ is concerned with the means of getting things done, _____________ is concerned with the ends, or
attainment of organizational goals.
a) effectiveness; efficiency
b) efficiency; effectiveness
c) effectiveness; goal attainment
d) goal attainment; efficiency
6-Today, the basic management functions are considered to be ______________.
a) planning, coordinating, staffing, and directing
b) planning, organizing, leading, and directing
c) commanding, organizing, leading, and staffing
d) planning, organizing, leading, and controlling
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7- Writing an organizational strategic plan is an example of the ______________ management function.
a) leading
b) coordinating
c) planning
d) organizing
8- Organizing includes _____________.
a) defining organizational goals
b) hiring organizational members
c) motivating organizational members
d) determining who does what tasks
9- The process of monitoring, comparing, and correcting is called _____________.
a) controlling
b) coordinating
c) leading
d) organizing
10- The three essential managerial skills include _____________.
a) technical, human, and empirical
b) human, empirical, and conceptual
c) technical, interpersonal, and controlling
d) technical, human, and conceptual
11- The ability to work well with other people, both individually and in a group, requires
________________.
a) technical skills
b) assessment skills
c) planning skills
d) human skills
• Describe the four functions of Managers Do? 22
➢ Planning
❖ Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate
activities.
➢ Organizing
❖ Arranging and structuring work to accomplish
organizational goals.
➢ Leading
❖ Working with and through people to accomplish
goals.
➢ Controlling
❖ Monitoring, comparing, and correcting work.
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