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Introduction To Management BBA (Hons) 2 Semester: Who Are Managers?

Managers are defined as those who coordinate the work of others in an organization to accomplish goals. There are three levels of managers: first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make organization-wide decisions. Management is the process of coordinating work through planning, organizing, leading, and controlling activities so that work gets done efficiently without waste and effectively by achieving organizational goals.

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302 views3 pages

Introduction To Management BBA (Hons) 2 Semester: Who Are Managers?

Managers are defined as those who coordinate the work of others in an organization to accomplish goals. There are three levels of managers: first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make organization-wide decisions. Management is the process of coordinating work through planning, organizing, leading, and controlling activities so that work gets done efficiently without waste and effectively by achieving organizational goals.

Uploaded by

Ähmàd Khan
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Introduction to Management

BBA(Hons) 2nd Semester

Lecture 1
Who Are Managers?

It used to be fairly simple to define who managers were: They were the organizational
members who told others what to do and how to do it.

It was easy to differentiate managers from nonmanagerial employees;

the latter term described those organizational members who worked directly on a job or
task and had no one reporting to them.

But it isn't quite that simple anymore!

The changing nature of organizations and work has, in many organizations, uncleared
the clear lines of distinction between managers and nonmanagerial employees. Many
traditional jobs now include managerial activities, especially on teams. For instance,
team members often develop plans, make decisions, and monitor their own
performance. And as these nonmanagerial employees assume responsibilities that
traditionally were part of management, definitions we have used in the past no longer
describe every type of managerial situation.

How do we define who managers are?

A manager is someone who works with and through other people by coordinating their
work activities in order to accomplish organizational goals. That may mean
coordinating the work of a departmental group, or it might mean supervising a single
person.

Is there some way to classify managers in organizations?

There is, particularly for traditionally structured organizations—that is, those


organizations in which the number of employees is greater at the bottom than at the
top. We typically describe managers as first-line, middle, or top in this type of
organization. Identifying exactly who the managers are in these organizations isn't
difficult, although you should be aware that managers may have a variety of titles.

First-line managers are the lowest level of management and manage the work of non-
managerial individuals who are involved with the production or creation of the
organization's products. They're often called supervisors but may also be called line
managers, office managers, or even foremen.

Middle managers include all levels of management between the first-line level and the
top level of the organization. These managers manage the work of first-line managers
and may have titles such as department head, project leader, plant manager, or division
manager.

At the top of the organization are the top managers, who are responsible for making
organization-wide decisions and establishing the 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
chairman of the board.

What Is Management?

Simply speaking, management is what managers do. However, this simple statement
doesn't tell us much. We define management as the process of coordinating work
activities so that they are completed efficiently and effectively with and through other
people. Let's look at some specific parts of this definition.

The process represents the ongoing functions or primary activities engaged in by


managers. These functions are typically labeled planning, organizing, leading, and
controlling.

We already know that the second part of the definition—coordinating the work of
others—is what distinguishes a managerial position from a nonmanagerial one. In
addition, management involves the efficient and effective completion of organizational
work activities.

Efficiency refers to getting the most output from the least amount of inputs. Because
managers deal with scarce inputs—including resources such as people, money, and
equipment—they are concerned with the efficient use of those resources.

From this perspective, efficiency is often referred to as "doing things right"—that is, not
wasting resources. However, it's not enough just to be efficient. Management is also
concerned with being effective, completing activities so that organizational goals are
attained. Effectiveness is often described as "doing the right things"—that is, those work
activities that will help the organization reach its goals.

Whereas efficiency is concerned with the means of getting things done, effectiveness is
concerned with the ends, or attainment of organizational goals.

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