Management and
Organization
2023-2024 Fall
1-2week
Learning Objectives
• Define Managers and Management
• Define Organization
• Explain What Managers Do
• Describe the Level of Management
• Explain Managerial Roles
• Explain Managerial Skills
Who are managers?
Where they work?
• Organization
- A consciously coordinated social unit composed of two or more people that
functions on a relatively continuous basis to achieve a common goal or set of
goals.
• Common characteristics of organizations
- Goals
- People
- Structure
Common Characteristics of Organizations
• Goals: Purpose that an organization strives to achieve;
organizations often have more than one goals, goals are
fundamental elements of organization.
• An organization has a structure.
• An organization consists of a group of people
striving to reach goals that individuals acting alone
could not achieve.
- People responsible for directing the efforts aimed at helping
organizations achieve their goals.
- A person who plans, organizes, directs and controls the
allocation of human, material, financial, and information
resources in pursuit of the organization’s goals.
- Someone who coordinates and oversees the work of other
people in order to accomplish organizational goals.
How are managers different from
nonmanagerial employees?
• Nonmanagerial employees
- People who work directly on a job or task and have no responsibility of
overseeing the work of others
- Examples: Associates, team members
• Managers
- Individuals in organizations who direct the activities of others
Levels of Management
Nonmanagerial employees
1–7
Top Managers
Top managers: are responsible for making organization
wide decisions and establishing the plans and goals that
affect the entire organization.
Individuals who are responsible for making decisions about
the direction of the organization and establishing policies
that affect all organizational members,
provide the overall direction of an organization
They are often called: Executive Vice President, Vice
President, President, Chief Executive Officer
Top Managers
Responsible for providing the overall direction of an
organization
Develop goals and strategies for entire organization
Spend most of their time planning and leading
Communicate with key stakeholders—stockholders, unions,
governmental agencies, etc., company policies
Use of multicultural and strategic action competencies to lead
firm is crucial
Middle Managers
Middle managers: manage work of first-line
managers
Individuals at levels of management between the
first-line manager and top management
They are often called: Assistant Manager,
Manager (Section Head), regional manager,
project leader, store manager, division manager
Middle Managers
Responsible for setting objectives that are consistent with
top management’s goals and translating them into specific
goals and plans for first-line managers to implement
Responsible for coordinating activities of first-line
managers
Establish target dates for products/services to be delivered
Need to coordinate with others for resources
Ability to develop others is important
Rely on communication, teamwork, and planning and
administration competencies to achieve goals
First-line Managers
First-line managers: manage the work of nonmanagerial
employees who typically are involve with producing the
organization’s products or servicing the organization’s
customer
Supervisors responsible for directing the day-to-day activities of
operative employees, have direct responsibility for
producing goods or services
They are often called: supervisor, clerical supervisors,
Foreman, shift manager, district manager,
department manager, office manager
First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the
organization’s work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management,
teamwork, and communication competencies to get work
done
What is management?
Management is the process of getting things done
effectively and efficiently, with and through people.
• Effectiveness
• Doing the right things: the tasks that help an organization to reach its goals
• Efficiency
• Doing things right: the efficient use of such resources as people, money, and
equipment
Efficiency and Effectiveness
Efficiency and Effectiveness
What managers do?
• They get things done through other people.
• Management activities
• Make decisions
• Allocate resources
• Direct activities of others to attain goals
What managers do?
Four management functions
Four management functions - Planning
A process that includes defining the organizational purpose, goals,
establishing strategy, and developing plans to coordinate activities
• Managers plan for 3 reasons:
- Establish an overall direction for the organization’s future
- Identify and commit resources to achieving goals
- Decide which tasks must be done to reach those goals
• As managers advance, they do this function more often
Four management functions - Organizing
Determining 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.
Arranging and structuring work
Four management functions - Leading
A function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving
conflicts.
It is about people!
Four management functions - Controlling
Monitoring performance, comparing actual performance with
previously set goals, and correcting any deviation.
1. Gather information that measures recent performance
2. Compare present performance to pre-established standards
3. Determine modifications to meet pre-established standards
What are management roles?
Mintzberg’s Managerial Roles
• Interpersonal Roles: involve people (subordinates and person outside
the organization) and other duties that are ceremonial and symbolic
in nature
• Informational Roles: involve collecting, receiving, and disseminating
information
• Decisional Roles: entail making decisions or choices
What are management roles?
Mintzberg’s Managerial Roles
• Interpersonal • Decisional
• Figurehead • Entrepreneur
• Leader • Disturbance hander
• Liaison • Resource allocator
• Informational • Negotiator
• Monitor
• Disseminator
• Spokesperson
Management Skills
• Technical Skills: job-specific knowledge and techniques needed to
proficiently perform work tasks
• Interpersonal Skills: ability to work well with other people both
individually and in group
• Conceptual Skills: ability to see the organization as a whole, understand
the relationships among various subunits, visualize how the organization
fits into its external environment; used to analyze and diagnose complex
situations
Katz’s Essential Managerial Skills
Why Study Management?
The universality of management
The reality that management is needed in all types, sizes, level, areas of
organizations.
The reality of work
You will either manage or be managed in your future career
Why Study Management?
Rewards and challenges of being a manager
Rewards Challenges
Create work environment where org. members can work to Do hard work
the best of their ability
Have opportunity to think creatively & use imagination May have duties that are more clerical than managerial
Help others find meaning & fulfillment in work Have to deal with a variety of personalities
Support, coach, and nurture others Often have to deal with limited resources
Work with variety of people Motivate workers in chaotic and uncertain situations
Receive recognition & status in org. and community Blend knowledge, skills, ambitions, and experiences of a
diverse workgroup
Play a role in influencing org. outcomes Success depends on others’ work performance
Receive appropriate compensation in form of salaries,
bonuses, and stock options
