1-1: Who Are Managers and Where Do They Work

Fundamentals of Management: Managements Myths Debunked!
CHAPTER 1
1-1: Who are managers and where do they work
Managers work in organizational setting.
Organization – systematic/deliberate arrangements of people brought together to accomplish

a specific purpose
Three shared Organization Characteristics:

1. Has a distinct purpose or goal
a. Goal lead to increasing shareholder value
2. People work to achieve goal
a. Making decisions, engaging in work activities
b. Make desired goal a reality
3. Has a structure that defines/limits members’ behavior with rules, regulations, policies
a. Higher job level = longer time experience = larger office space
Managers vs Non-managerial employees

1. Non-managerial employees
a. Works directly on task; no responsibility of overseeing
i. Ex: associates, team members, contributors or employee partners
2. Managers
a. Direct and oversee the activities of other people so goals can be accomplished;
b. not personal achievement, but it’s about helping others to do their work; may
still have non-managerial work duties
Types of Managers
1. Top Managers
a. Make decisions regarding the direction of the organization; defining policies and
values
i. Ex: President, VP, Chancellor, Managing Director, COO, CEO, Chairperson
2. Middle Managers
a. Manage other managers and employees translate the goals of the top managers
into specific details to be done by lower
i. Ex: Department or Agency Head, Project Leader, Unit Chief,
District/Division/Store Manager
3. First-line managers
a. Direct day-to-day activities of employees
i. Ex: Supervisors, Shift Managers, Office Managers, Department Managers,
Unit Coordinators
4. Team Leaders
a. More common in employee work teams
b. Manages and facilitates activities of a work team.
Scientific management
1911: defined by Frederick Winslow Taylor (mech engineer and father of scientific
management) in Principles of Scientific Management
Scientific Management – use of scientific methods to define the “one best way” for a job to be
done.
1-2: What is Management?
Management - process of getting things done effectively, and efficiently, with and through
people
Process - set of ongoing/interrelated activities

-primary activities or functions that managers perform
Efficiency - doing a task in a way that generates the most output from the least amount of
input;
-minimize resource usage and costs.
-doing things right or correctly
-concerned with means of getting things done
Effectiveness - doing the right things to achieve goal

- easier to be effective if efficiency is ignored
- completing important activities
- concerned with ends or attainment of goals
1-3: 3 Ways to Look at What Managers do
4 Functions Approach (NOW):

1. Planning – defining goals, establishing strategy, and developing plans to coordinate
activities
2. Organizing – determining what needs to be done, how it will be done, and who is to do
it.
3. Leading – directing and coordinating the work activities of an organization’s people
4. Controlling – monitoring activities to ensure that they are accomplished as planned
Fayol: 4 Functions Approach (THEN):

1. Plan
2. Organize
3. Command
4. Coordinate
5. Control
Managerial roles – specific categories of managerial actions or behaviors expected of a
manager
-often grouped around interpersonal relationships, information transfer and
decision making.
Management Roles Approach

1. Interpersonal Roles (Leader, Liaison, Figurehead) – involving people and other duties
that are ceremonial and symbolic in nature
2. Informational Roles (Spokesperson, Disseminator, Monitor) – involving collecting,
receiving, and disseminating information
3. Decisional Roles (Entrepreneurs, Disturbance, Resource Allocator, Negotiator) –
entailing making decisions or choices
Conclusion: Functions approach stands out due to its clarity and simplicity
Skills and Competencies

4 General Management Skills:
1. Conceptual – a manager’s ability to analyze and diagnose complex situations
2. Interpersonal – a manager’s ability to work with, understand, mentor, and
motivate others, both individually and in groups
3. Technical – job specific knowledge/techniques needed to perform work tasks
a. Top level – knowledge off the industry, general understanding of the
org’s processes and products
b. Mid-Low – specialized knowledge in required areas: finance, HR,
marketing, comp. systems, manufacturing, IT
4. Political – manager’s ability to build a power base and establish the right
connections.
Other Managerial Competencies:

 Decision making; Loyalty
 Team building; Professionalism
 Decisiveness; Tolerance
 Politeness; Adaptability
 Personal responsibility; Creative Thinking
 Trustworthiness; Resilience
 Self - development; Listening
Level in the Organization
As managers move up in the organization, they do more planning and less direct over-
seeing of others.
Top managers – concerned with designing the overall organization’s structure

Lower-level managers – focus on designing the jobs of individuals and work groups.
Profit vs. Not-for profit
Managers do the same in both profit and non-profit.

Most important difference: how performance is measured.
Profit – unambiguous measure of a business organization’s effectiveness
Not-for-profit – don’t have such a universal measure which makes performance
measurement more difficult.
-still needs to make money to continue operating; but making profit is
not primary focus
Small business – an independent business having fewer than 500 employees that doesn’t
necessarily engage in any new or innovative practices and has relatively little impact on its
industry.
Job managing a small business different from large business

Small business most important roles: spokesperson
Large business: directed internally; resource allocator
Entrepreneurial role – least important for managers in large firms

Small business manager is a generalist and has more tasks
Small business relies on direct observation
Conclusion: Both small and large organization managers perform same activities but method
and proportion of time they spend is different.
1-4: Why study management?

 Interact with businesses every day and offers insights to many organizational aspects
 Formation of management skills and abilities
 Work with managers
 Managerial responsibilities even if one is not a manager
 No need to aspire to be a manager
1-5: What Factors are Reshaping and Redifining Management?
Changing Workplaces + Changing Workforce + Changing Technology and Global Uncertainties

 Technology changing how one works and play
 Rise of tech companies
 Old workforce
 Unli vacation time for employees to grow
Important to organizations and Managers
 Customers
 Innovation
 Social media
 Sustainability
Why are customers important to the manager’s job? (Josh Chambers, CEO of CISCO systems)
 Employee attitudes and behavior play a big role in customer satisfaction
 High quality customer services is essential for survival and success in today’s
competitive environment
 Must create a customer-responsive organization
Why is innovation important to the manager’s job?

 Success demands innovation
 Innovation – doing things differently, exploring new territory, and taking risks
 Managers not only need to be innovative personally, but also encourage their
employees
Importance of Social Media to the Manager’s Job

 Social media – forms of electronic communication through which users create online
communities to share ideas, information, personal messages and other content.
 used for work purposes as well
 to connect with customers but also as a way manage their human resources and tap
into their innovation and talent
Importance of Sustainability to the Manager’s Job

World Business Council for Sustainable Development: “a scenario where all earth’s inhabitants
can live well with adequate resources
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.
Managers do matter to organizations
Single most important variable in employee productivity and loyalty: quality of relationship
between employees and their direct supervisors
Employee relationship with their manager is the largest factor to employee management
Employee management – when employees are connected to, satisfied with and enthusiastic
about their jobs – accounting for at least 70% of an employee’s level of engagement
Talented managers and engaged employees = higher profit
CHAPTER 2 – Management Environment
2-1:
External environment – refers to factors, forces, situations, and events outside the organization
that affect its performance
Sharing economy – an economic environment in which asset owners share with other
individuals through a peer-to-peer service, for a set fee, their underutilized physical assets or
their knowledge, expertise, skills, or time
Omnipotent view of Management – the view that managers are directly responsible for an
organization’s success or failure
Symbolic view of management – the view that much of an organization’s success or failure is
due to external forces outside manager’s control
Demographics – characteristics of a population used for purposes of social studies – can and do
have a significant impact on how managers manage.
Technology – any equipment, tools, or operating methods that are designed to make work
more efficient
Environmental uncertainty – degree of change and complexity in an organization’s

environment
Environmental complexity – number of components in an organization’s environment and the

extent of knowledge that the organization has about those components
Stakeholders – any constituencies in an organization’s environment that are affected by that

organization’s decisions and actions
Culture:
 perceived – perceive it on what they experience within the org
 descriptive – concerned with how members perceive or describe the culture
 shared – describe org’s culture in similar terms
Culture come from mission or vision

Employees learn through:
 corporate rituals
 material symbols or artifacts
 language
Strong culture – cultures in which the key values are deeply held and widely shared
Chapter 3:Integrative Managerial Issues

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Fundamentals of Management: Managements Myths Debunked!

1-1: Who are managers and where do they work

Managers work in organizational setting.

Organization – systematic/deliberate arrangements of people brought together to accomplish

Three shared Organization Characteristics:

Managers vs Non-managerial employees

1-2: What is Management?

Process - set of ongoing/interrelated activities

Effectiveness - doing the right things to achieve goal

1-3: 3 Ways to Look at What Managers do

4 Functions Approach (NOW):

Fayol: 4 Functions Approach (THEN):

Management Roles Approach

Skills and Competencies

Other Managerial Competencies:

Top managers – concerned with designing the overall organization’s structure

Profit vs. Not-for profit

Managers do the same in both profit and non-profit.

Job managing a small business different from large business

Entrepreneurial role – least important for managers in large firms

1-4: Why study management?

1-5: What Factors are Reshaping and Redifining Management?

Changing Workplaces + Changing Workforce + Changing Technology and Global Uncertainties

Why is innovation important to the manager’s job?

Importance of Social Media to the Manager’s Job

Importance of Sustainability to the Manager’s Job

Managers do matter to organizations

Talented managers and engaged employees = higher profit

CHAPTER 2 – Management Environment

Environmental uncertainty – degree of change and complexity in an organization’s

Environmental complexity – number of components in an organization’s environment and the

Stakeholders – any constituencies in an organization’s environment that are affected by that

Culture come from mission or vision

Chapter 3:Integrative Managerial Issues

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