Management

Fourteenth Edition, Global Edition

Managers and You in

the Workplace

Copyright © Copyright © 2018

2018 Pearson PearsonLtd.
Education, Education, Ltd.
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Learning Objectives
1.1 Tell who managers are and where they work.
Know how to manage your time.
1.2 Explain why managers are important to organizations.
1.3 Describe the functions, roles, and skills of managers.
Develop your skill at being politically aware.
1.4 Describe the factors that are reshaping and redefining
the manager’s job.
1.5 Explain the value of studying management.

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Who Is a Manager?
Manager: someone who coordinates and
oversees the work of other people so that
organizational goals can be accomplished

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Exhibit 1-1
Levels of Management

Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified
as first-line, middle, or top.
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Classifying Managers
• First-Line Managers: manage the work of non-
managerial employees
• Middle Managers: manage the work of first-line
managers
• Top Managers: responsible for making
organization-wide decisions and establishing
plans and goals that affect the entire organization

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Where Do Managers Work?

• Organization: a deliberate arrangement of people

to accomplish some specific purpose

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Exhibit 1-2
Characteristics of Organizations

Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose,
deliberate structure, and people.
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Why Are Managers Important?

• Organizations need their managerial skills and

abilities now more than ever
• Managers are critical to getting things done
• Managers do matter to organizations

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What Do Managers Do?

• Management involves coordinating and

overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

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Efficiency and Effectiveness

• Efficiency: doing things right

– getting the most output from the least amount
of input
• Effectiveness: doing the right things
– attaining organizational goals

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Exhibit 1-3
Efficiency and Effectiveness in Management

Exhibit 1-3 shows that 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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Management Functions
• Planning: Defining goals, establishing strategies
to achieve goals, and 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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Exhibit 1-4
Four Functions of Management

Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
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Mintzberg’s Managerial Roles and a
Contemporary Model of Managing
• Roles: specific actions or behaviors expected of
and exhibited by a manager
• Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision-making

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Types of Roles
• Interpersonal
– Figurehead, leader, liaison
• Informational
– Monitor, disseminator, spokesperson
• Decisional
– Entrepreneur, disturbance handler, resource
allocator, negotiator

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Exhibit 1-5
Mintzberg’s Managerial Roles

Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
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Management Skills
• 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 and conceptualize about
abstract and complex situations concerning the
organization

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Exhibit 1-6
Skills Needed at Different Managerial Levels

Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial
levels.
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Exhibit 1-7
Important Managerial Skills

Exhibit 1-7 shows other important managerial skills.

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Exhibit 1-8
Changes Facing Managers

Exhibit 1-8 shows some of the most important changes facing managers.
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Focus on the Customer
• Without customers, most organizations would
cease to exist
• Managing customer relationships is the
responsibility of all managers and employees
• Consistent, high-quality customer service is
essential

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Focus on Technology
• Managers must get employees on board with new
technology
• Managers must oversee the social interactions
and challenges involved in using collaborative
technologies

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Focus on Social Media
• Social media: forms of electronic communication
through which users create online communities to
share ideas, information, personal messages, and
other content

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Focus on Innovation
• Innovation: exploring new territory, taking risks,
and doing things differently

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Focus on Sustainability
• Sustainability: a company’s ability to achieve its
business goals and increase long-term
shareholder value by integrating economic,
environmental, and social opportunities into its
business strategies

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Focus on the Employee
• Treating employees well is not only the right thing
to do, it is also good business

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The Universality of Management
• 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

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Exhibit 1-9
Universal Need for Management

Exhibit 1-9 shows that management is universally needed in all types of, and throughout all
areas of, organizations.
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The Reality of Work
• When you begin your career, you will either
manage or be managed.

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Challenges of Being a Manager
• Can be a thankless job
• May entail clerical type duties
• Managers also spend significant amounts of time
in meetings and dealing with interruptions
• Managers often have to deal with a variety of
personalities and have to make do with limited
resources

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Rewards of Being a Manager
• Responsible for creating a productive work
environment
• Recognition and status in your organization and
in the community
• Attractive compensation in the form of salaries,
bonuses, and stock options

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 Exhibit 1-10
Rewards and Challenges of Being a Manager
Rewards Challenges

Create a work environment in which organizational Do hard work

members can work to the best of their ability
Have opportunities to think creatively and use May have duties that are more clerical than
imagination managerial
Help others find meaning and fulfillment in work Have to deal with a variety of personalities

Support, coach, and nurture others Often have to make do with limited resources

Work with a variety of people Motivate workers in chaotic and uncertain situations

Receive recognition and status in community and Blend knowledge, skills, ambitions, and experiences
organization of diverse work group
Play a role in influencing organizational outcomes Success depends on others’ work performance

Receive appropriate compensation in the form of Blank cell

salaries, bonuses, and stock options
Good mangers are needed by organizations Blank cell

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Review Learning Objective 1.1
• Tell who managers are and where they work.
– Managers coordinate and oversee the work of other
people so that organizational goals can be
accomplished.
– Managers work in an organization, which is a
deliberate arrangement of people to accomplish some
specific purpose.

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Review Learning Objective 1.2
• Explain why managers are important to
organizations.
– Organizations need their managerial skills and abilities
in uncertain, complex, and chaotic times.
– Managers are critical to getting things done in
organizations.
– Managers contribute to employee productivity and
loyalty.

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Review Learning Objective 1.3 (1 of 3)
• Describe the functions, roles, and skills of
managers.
– Management involves coordinating and overseeing the
efficient and effective completion of others’ work
activities.
– The four functions of management include planning,
organizing, leading, and controlling.

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Review Learning Objective 1.3 (2 of 3)
• Mintzberg’s managerial roles include:
– Interpersonal, involve people and other
ceremonial/symbolic duties (figurehead, leader, and
liaison)
– Informational, collecting, receiving, and disseminating
information (monitor, disseminator, and spokesperson)
– Decisional, making choices (entrepreneur, disturbance
handler, resource allocator, and negotiator)

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Review Learning Objective 1.3 (3 of 3)
• Katz’s managerial skills include:
– Technical (job-specific knowledge and techniques)
– Human (ability to work well with people)
– Conceptual (ability to think and express ideas)

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Review Learning Objective 1.4
• Describe the factors that are reshaping and
redefining the manager’s job.
– Managers must be concerned with:
▪ Customer service because employee attitudes and behaviors
play a big role in customer satisfaction
▪ Technology as it impacts how things get done in organizations
▪ Social media because these forms of communication are
becoming important and valuable tools in managing
▪ Innovation because it is important for organizations to be
competitive
▪ Sustainability as business goals are developed
▪ Employees in order for them to be more productive

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Review Learning Objective 1.5
• Explain the value of studying management.
– The universality of management—managers are
needed in all types and sizes of organizations
– The reality of work—you will manage or be managed
– Significant rewards and challenges

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