MANAGERS IN

THE WORKPLACE

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 LEARNING OBJECTIVES
1. Explain why managers are important to organizations.
2. Tell who managers are and where they work.
 Know how to manage your time.
3. Describe the functions, roles, and skills of managers.
4. Describe the factors that are reshaping and redefining
the manager’s job.
 Develop your skills at being politically aware.
5. Explain the value of studying management.

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 WHY ARE MANAGERS
IMPORTANT?
Organizations need their
managerial skills and abilities more
than ever in these uncertain,
complex, and chaotic times.
Managerial skills and abilities are
critical in getting things done.
The quality of the
employee/supervisor relationship is
the most important variable in
productivity and loyalty.

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 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

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 CLASSIFYING MANAGERS
•First-line Managers - Individuals who manage the
work of non-managerial employees.
•Middle Managers - Individuals who manage the
work of first-line managers.
•Top Managers - Individuals who are responsible for
making organization-wide decisions and establishing
plans and goals that affect the entire organization.

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E D U C AT I O N , I N C .
 WHERE DO MANAGERS WORK?
Organization – A deliberate arrangement of people
assembled to accomplish some specific purpose (that
individuals independently could not accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure

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 EXHIBIT 1-2
CHARACTERISTICS OF 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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 EFFECTIVENESS AND EFFICIENCY

Efficiency Efficiency
 Doing things  Doing the right
right things

• Getting the • Attaining

most output for organizational
the goals
least inputs
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 EXHIBIT 1-3
EFFICIENCY AND EFFECTIVENESS IN
MANAGEMENT

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 THE FOUR 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

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 MANAGEMENT ROLES

• Roles are specific actions or behaviors

expected of a manager.
• Mintzberg identified 10 roles grouped
around interpersonal relationships, the
transfer of information, and decision-
making.

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 THREE TYPES OF ROLES
• Interpersonal roles
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator,
negotiator

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 EXHIBIT 1-5
MINTZBERG’S MANAGERIAL ROLES

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 SKILLS MANAGERS NEED
• 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

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 EXHIBIT 1-7
IMPORTANT MANAGERIAL LEVELS

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 EXHIBIT 1-8
CHANGES FACING MANAGERS

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 THE IMPORTANCE OF
CUSTOMERS

• Customers: the reason that organizations

exist
– Managing customer relationships is the
responsibility of all managers and employees.
– Consistent high quality customer service is
essential for survival.

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 THE IMPORTANCE OF
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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 THE IMPORTANCE OF
INNOVATION
• Innovation
– Doing things differently, exploring new territory,
and taking risks.
– Managers should encourage employees to be
aware of and act on opportunities for
innovation.

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 THE IMPORTANCE OF
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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 WHY STUDY MANAGEMENT?
• Universality of Management
– The reality that management is needed
• in all types and sizes of organizations
• at all organizational levels
• in all organizational areas
• in all organizations, regardless of location

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 EXHIBIT 1-9
UNIVERSAL NEED FOR MANAGEMENT

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 CHALLENGES
OF BEING A MANAGER
• Challenges
– 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

• Rewards
– 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

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 REVIEW LEARNING OBJECTIVE 1.1

• 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 1.2
• 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 1.3
• 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 (CONT.)
• 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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1 - 33
 REVIEW LEARNING OBJECTIVE 1.3 (CONT.)

• 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
• 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

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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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COPYRIGHT © 2016 BY PEARSON
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