CHAPTER # 01

INTRODUCTION TO
MANAGEMENT
AND
ORGANIZATION
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LEARNING OUTLINE

Who Are Managers?

•Define who managers are.

•Explain how managers differ from non-managerial
employees.
•Discuss how to classify managers in organizations.

What Is Management?
•Define management.
•Contrast efficiency and effectiveness.

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L E A R N I N G O U T L I N E (cont’d)

What Do Managers Do?

• Describe the four functions of management.

• Explain Mintzberg’s managerial roles.

• Describe Katz’s three essential managerial skills and how

the importance of these skills changes depending on
managerial level.

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L E A R N I N G O U T L I N E (cont’d)

What Is An Organization?
• Describe the characteristics of an organization.

How The Manager’s Job Is Changing.

Why Study Management?

• Explain the universality of management concept.
• Discuss why an understanding of management is
important even if you don’t plan to be a manager.
• Describe the rewards and challenges of being a manager.

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What is a Manager?

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Who Are Managers?

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Kinds of Managers by Level and Area

Levels of Management

Top managers

Middle managers

First-line managers

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Figure 1.1
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Kinds of Managers
Classification by Level
of Managers

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Classification of Managers
Kinds of Managers by Level

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Classification of Managers
Kinds of Managers by Level

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 Kinds of Managers by Area

• Managers can also be classified based on the

their functional responsibilities, such as
marketing managers, HR managers, production
managers, etc.

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 Kinds of Managers by Area
• Marketing Managers
– Responsible for identifying, developing, implementing,
and evaluating the long- and short-term marketing
strategies of the organization.
• Financial Managers
– Deal primarily with an organization’s financial
resources.
• Operations Managers
– Concerned with creating and managing the systems
that create organization’s products and services.

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 Kinds of Managers by Area (cont’d)
• Human Resource Managers
– Involved in human resource planning, recruiting and
selection, training and development, designing
compensation and benefit systems, formulating
performance appraisal systems.
• Administrative Managers
– Generalists who are familiar with all functional areas of
management and who are not associated with any
particular management specialty.
• Other Kinds of Managers
– Specialized managerial positions directly related to the
needs of the organization.

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 Management in Organizations

Planning
and decision Organizing
making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources

Controlling Leading

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 What Is Management?
• Management is the process of designing and
maintaining a work environment in which a
group of people work together to achieve
predetermined goals of an organization
effectively and efficiently.

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 What Is Management?
• Management is a set of activities (including
planning, organizing, leading, and controlling)
directed at an organization’s resources
(human, financial, physical, and information)
with the aim of achieving organizational goals
in an efficient and effective manner.

• Management is the process of effectively and

efficiently achieving the objectives of the
organization with and through people.

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 Effectiveness Vs. Efficiency
• Managerial Concerns
 Effectiveness
 Making right decisions and successfully implementing
them.
 “Doing the right things”
– Attaining organizational goals

 Efficiency
 Using resources wisely and ensuring maximum
utilization of them.
 “Doing things right”
– Getting the most output for the least inputs
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 Efficiency
versus
Effectiveness

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 The Management Process

Planning and
Decision Making Organizing
Determining how
Setting the organiza-
best to group
tion’s goals and
activities and
deciding how best
resources
to achieve them

Controlling Leading
Monitoring Motivating members
and correcting of the organization
ongoing activities to work in the best
to facilitate goal interests of the
attainment organization

Figure 1.2
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 Management Functions
1. Planning
 Definingobjectives and establishing courses of actions
for achieving those objectives.
2. Organizing
 Groupingand arranging activities and resources to
accomplish organizational goals.
3. Leading
 Working with and through people to accomplish goals.
 Motivating, leading, influencing and any other actions
involved in dealing with people.
4. Controlling
 Monitoring, comparing, and correcting the work

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 Management Roles

• The term management roles refers to specific behaviors

or actions expected of a manager.
• Henry Mintzberg, a well-known management researcher,
studied actual managers at work and identified 10 types of
roles under 3 broad categories that managers need to
play at workplace:
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator, spokesperson
 Decisional roles
 Disturbance handler, resource allocator, negotiator
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Management Roles (cont)

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Management Roles (cont)

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Management Roles Approach (cont)

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 Management Skills
Robert L. Katz identified three types of managerial skills:
1. Technical skills
 Job-specific Knowledge and techniques needed to
proficiently perform work tasks.
2. Human skills
 The ability to work well with other people.
3. Conceptual skills
 The ability to think and conceptualize about abstract and
complex situations concerning the organization.
Managers must see the organization as a whole, understand
the relationship among various subunits, and visualize how
the organization fits into its broader environment.

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Managerial Skills Required by Three Levels of
Managers

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How The Manager’s Job Is Changing
• The Increasing 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.
• 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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How The Manager’s Job Is Changing
• The need to create challenging, motivating, and
flexible work environments
 Making employee performance goals challenging, but
attainable.
 Developing a flexible work schedule for employees.
 Allowing them to work from home on some days.
 Empowering employees.

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 What Is An Organization?
• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose

• Common Characteristics of Organizations

 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

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 Why Study Management?
• The Value of Studying Management:
 The Universality of Management
 Good management is needed in all organizations.
 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.
 The Reality of Work
 Once you will begin career, as an employee or even an
entrepreneur, you will either manage or be managed.
 An understanding of management forms the foundation
on which to build your management skills.
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 Why Study Management?
• The Value of Studying Management:

 Rewards and Challenges of Being a Manager

 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary
rewards for their efforts.

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THANK YOU

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