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31 views26 pages

Chapter 1

Uploaded by

Rk Sharafat
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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CHAPTER 01 - MANAGERS AND YOU IN THE

WORKPLACE
LECTURE 01

Mohammad Robaitur Rahat


Lecturer
Department of Business
Administration in Finance and
Banking
BUP

January 2024
CHANGING NATURE OF ORGANIZATIONS

Shift from . . .
 Hierarchical (tall) to decentralized (flat) structures
 Climate of authority (control) to climate of coaching
(support through performance feedback)
 Analog to digital (computerized information technology)
 Regional or national competition to global competition

2
CHARACTERISTICS OF ORGANIZATIONS

Diversity Work teams Technology

Cost
Empowerm Environmen
containmen
ent tal concerns
t

Outsourcing

3
WHO ARE MANAGERS?
 Manager
 Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.
 Someone who works with and through other
people by coordinating their work activities
in order to accomplish organizational goals
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.
WHAT IS MANAGEMENT?

 Management involves coordinating and overseeing the


work activities of others so that their activities are
completed efficiently and effectively.
 “Management is a multi-purpose organ that manages
business and manages managers and manages workers
and work.” This management definition was given by
Peter F. Drucker in his book, The Practice of Management.

1–6
WHAT IS MANAGEMENT?

 Managerial Concerns
 Efficiency
 “Doing things right”
 Getting the most output for the least
inputs
 Effectiveness
 “Doing the right things”
 Attaining organizational goals

1–7
WHAT MANAGERS DO?

 Three Approaches to Defining What Managers Do.

 Functions they perform.


 Roles they play.
 Skills they need.

1–8
WHAT MANAGERS DO?
• Functions Manager’s Perform
– Planning
• Defining goals, establishing strategies to achieve goals, 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.
MANAGEMENT FUNCTIONS
WHAT MANAGERS DO?

 Roles Manager’s Play


 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.
WHAT MANAGERS DO?

 Management Roles Mintzberg


 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator, spokesperson
 Decisional roles
 Entrepreneur, disturbance handler, resource allocator, negotiator
WHAT MANAGERS DO (MINTZBERG)

 Actions
 thoughtful thinking
 practical doing
MINTZBERG’S MANAGERIAL ROLES

 Interpersonal Roles
 Decisional Roles
• Figurehead
• Entrepreneur
• Leader
• Disturbance handler
• Liaison
• Resource allocator
 Informational Roles
• Negotiator
• Monitor
• Disseminator
• Spokesperson
WHAT MANAGERS DO?
 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
IMPORTANT MANAGERIAL SKILLS
HOW THE MANAGER’S JOB IS
CHANGING
 The Increasing Importance of Customers
 Customers: the reason that organizations exist
 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

 Innovation/ Technology
 Doing things differently, exploring new territory, and taking risks
 Managers should encourage employees to be aware of and act on opportunities for
innovation.
 Managers must get employees on board with new technology
 Managers must oversee the social interactions and challenges involved in using collaborative
technologies
• Focus on Social media: forms of electronic
communication through which users create online
communities to share ideas, information, personal
messages, and other content
• Focus on 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
• Focus on Employee: Treating employees well is not only
the right thing to do, it is also good business
CHANGES AFFECTING
A MANAGER’S JOB

1–19
WHAT IS AN ORGANIZATION?

 An Organization Defined
 A deliberate arrangement of people to accomplish some specific purpose (that
individuals independently could not accomplish alone).
 Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure
WHY STUDY MANAGEMENT?

 The Value of Studying Management

 The universality of management


 Good management is needed in all organizations.

 The reality of work


 Employees either manage or are managed.

 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.
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
 When you begin your career, you will either manage or be
managed
UNIVERSAL NEED FOR MANAGEMENT
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
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
REWARDS AND CHALLENGES OF BEING A
MANAGER
Rewards Challenges

Create a work environment in which Do hard work


organizational 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 Have to deal with a variety of personalities
work
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 Blend knowledge, skills, ambitions, and
and organization experiences of diverse work group
Play a role in influencing organizational Success depends on others’ work
outcomes performance
Receive appropriate compensation in the form Blank cell
of salaries, bonuses, and stock options
Good mangers are needed by organizations Blank cell

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