Moon Mam IBM

Introduction to Organizations
and Management
IPE 4203
Mahjabin Moon
Lecturer
Department of Mechanical and Production Engineering
Ahsanullah University of Science and Technology
What Is An Organization?
Organization
A deliberate arrangement of people to accomplish some specific purpose

that individuals independently could not accomplish alone.
Common Characteristics of Organizations
 Composed of people
 Have a deliberate structure
 Have a distinct purpose (goal)

What Is Management?
Management
Coordinating work activities so that they are completed efficiently and

effectively with and through other people.
Managerial Concerns
 Efficiency
“Doing things right”
Getting the most output from the least amount of inputs
 Effectiveness
“Doing the right things”
Completing activities so that organizational goals are attained
Efficiency Vs. Effectiveness
Efficiency Effectiveness
Doing things right Doing the right things
Getting the most output from the Completing activities so that

least amount of inputs organizational goals are attained
Takes the present state into Takes the long term strategy into
consideration consideration
Quantity based Quality based

Exhibit 1–2 Effectiveness and Efficiency in Management
Importance of Management
 It helps in achieving group goals
 It arranges the factors of production
 It assembles and organizes the resources
 It improves productivity and efficiency
 It improves the customer experience and increases profitability

Why Study Management?
The Value of Studying Management
 The universality of management
 The reality of work
 Rewards and challenges of being a manager

 The universality of management
 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.
Exhibit 1–12 Rewards and challenges of being a manager
Rewards
 Create a good work environment
 Have opportunities to think creatively and

use imagination
 Help others to find meaning and fulfillment

in work
 Support, coach and nurture others
 Work with a variety of people
 Receive recognition and status in organization and community etc.

Exhibit 1–12 Rewards and challenges of being a manager
Challenges
 Need to do hard work
 Have to deal with a variety of

personalities
 Often have to do things with limited resources
 Motivate workers in chaotic and uncertain situations
 Success depends on others’ work performance

Who Are Managers?
Manager
Someone who works with and through other people by coordinating their
work activities in order to accomplish organizational goals.
Classification of Managers
 First line managers
 Middle managers
 Top managers
First line managers
 Managers at the lowest level of the

organization
 Manage the work of non managerial employees
 First-line managers may be called supervisors or even shift managers,

district managers, department managers, or office managers.
Middle managers
 Managers between the first line level

and top level of the organization
 Manage the work of first line managers.
 They may have titles such as regional manager, project leader, store
manager, or division manager.
Top Managers
 Managers at the top level of the organization
 Responsible for making organization wide

decisions and establishing the goals and plans that affect the entire
organization.
 Typically have titles such as executive vice president, president,

managing director, chief operating officer, or chief executive officer.
What Do Managers Do?
Management Functions
 Planning
 Organizing
 Leading
 Controlling
Planning
Management function that involves
 defining goals
 establishing strategies to achieve those goals
 developing plans to integrate and coordinate activities.

Organizing
 determining what tasks are to be done
 who is to do them
 how the tasks are to be grouped
 who reports to whom
 where the decisions are to be made.

Leading
 motivating subordinates
 influencing individuals or teams as they work
 selecting the most effective communication channels
 dealing in any way with employee behavior issues.

Controlling
 monitoring actual performance
 comparing actual to standard
 taking action, if necessary.

What Do Managers Do? (cont’d)
Mintzberg’s Managerial Roles
 Interpersonal roles
 Informational roles
 Decisional roles
Interpersonal roles
Managerial roles that involve people and other duties that are ceremonial
and symbolic in nature
The three interpersonal roles include
- figurehead
- leader
- liaison
Interpersonal roles
Figurehead
 Symbolic head
 Obliged to perform a number of routine duties of a legal or social

nature
Examples of activities
 Greeting visitors
 Signing legal documents

Interpersonal roles
Leader
 Responsible for the motivation of subordinates
 Responsible for stuffing, training and associated duties
 Performing virtually all activities that involve subordinates

Interpersonal roles
Liaison
 Maintains self developed network of outside contacts and informers

who provide favors and information.
 Acknowledging mail
 Performing other activities that involve outsiders.

Informational roles
Managerial roles that involve collecting, receiving, and disseminating

information.
The three informational roles include

- monitor
- disseminator
- spokesperson
Informational roles
Monitor
 Seeks and receives wide variety of internal and external information to

develop thorough understanding of organization and environment.
 Reading periodical and reports
 Maintaining personal contacts

Informational roles
Disseminator
 Transmits information received from outsiders or from subordinates to

members of the organization.
 Holding informational meetings
 Making phone calls to relay information

Informational roles
Spokesperson
 Transmits information to outsiders on organization’s plans, policies,

actions, results etc.
 Holding board meetings
 Giving information to the media

Decisional roles
Managerial roles that revolve around making choices.
The four decisional roles include
- entrepreneur
- disturbance handler
- resource allocator
- negotiator
Decisional roles
Entrepreneur
 Searches organization and its environment for opportunities and

initiates improvement projects to bring about changes.
 Organizing strategy and review sessions to develop new programs

Decisional roles
Disturbance handler
 Responsible for corrective actions when organization faces important,

unexpected disturbances.
 Organizing strategy and review sessions that involve disturbances and

crises.
Decisional roles
Resource allocator
 Responsible for the allocation of organizational resources of all kinds.
 Scheduling
 Requesting authorization
 Performing any activities that involves budgeting and the

programming of subordinates’ work
Decisional roles
Negotiator
 Responsible for representing the organization at major negotiations
 Participating in union contract negotiations

Management Skills
Managers need certain skills to perform the duties and activities

associated with being a manager.
Research by Robert L. Katz found that managers needed three essential

skills-
 Technical skills
 Conceptual skills
 Human skills
Management Skills
Technical skills
 Job-specific knowledge and techniques needed to proficiently perform

work tasks.
 More important at lower levels of management

Management Skills
Conceptual skills
 The ability to think and to conceptualize about abstract and complex

situations concerning the organization.
 More important at top levels of management

Management Skills
Human skills
 The ability to work well with other people individually and in a group.
 These skills are equally important at all levels of management.

Exhibit 1–5 Skills Needed at Different Management Levels
How The Manager’s Job Is Changing
Managers have always had to deal with changes taking place inside and
outside their organization. Three important changes are-
 Importance of customers
 Importance of innovation
 Importance of sustainability
Management History
Scientific Management
Fredrick Winslow Taylor
 The “father” of scientific management
 Published Principles of Scientific Management

Taylor’s Four Principles of Management
1. Develop a science for each element of an individual’s work
2. Scientifically select then train, teach and develop the worker
3. Cooperate with the workers to ensure all the work is done according
to the principles of science.
4. Divide work and responsibility almost equally between management

and workers.
Frank and Lillian Gilbreth
 Frank and his wife Lillian, a psychologist, studied work to eliminate

wasteful hand-and body motions.
 The Gilbreths also experimented with the design and use of the proper
tools and equipment for optimizing work performance.
How Do Today’s Managers Use Scientific Management?
 Use time and motion studies to increase productivity
 Hire the best qualified employees
 Design incentive systems based on output

General Administrative Theorists
Henri Fayol
 He first identified five functions that managers perform: planning,

organizing, commanding, coordinating, and controlling.
 Developed principles of management that applied to all organizational

situations.
Fayol’s 14 Principles of Management
1. Division of work 7. Remuneration
2. Authority 8. Centralization
3. Discipline 9. Scalar chain

4. Unity of command 10. Order
5. Unity of direction 11. Equity
6. Subordination of individual 12. Stability of tenure of personnel

interests to the general 13. Initiative
interest
14. Esprit de corps
Thank You
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Understanding Management’s Context:

Constraints and Challenges
IPE 4203
Mahjabin Moon
Lecturer
Learning Objectives
1
 Actions of managers: omnipotent vs. symbolic views
 Constraints and Challenges from the external environment
 Organizational culture.
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Manager: Omnipotent or Symbolic 2
Omnipotent view
Managers are directly

responsible
for an organization’s success
or failure
Omnipotent View 3
 Good managers
- anticipate change
- exploit opportunities
- correct poor performance and
- lead their organizations
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Omnipotent View
CEO of Cott Corporation was fired
– because some of its largest customers were

threatening to leave and the company’s share
prices had declined sharply
Manager: Omnipotent or Symbolic 2
Symbolic view
An organization’s success
or failure is due to external
forces outside managers’
control
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Symbolic View 4
 Managers symbolize control and influence
 Managers have little control on various

external factors such as
- economy,
- customers,
- governmental policies
- competitors’ actions
- industry conditions and
- decisions made by previous managers.
Symbolic View
Example of Cisco
 1990:
- Success, Rapid growth

- Brilliant strategy, masterful management of acquisitions and superb
customer focus.
 After 10 years:
- Declined performance
- Flawed strategy, haphazard acquisition approach, and poor customer
service
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Constraints on Managerial Discretion
External Constraints Internal Constraints
Organizational Managerial Organizational

Environment Discretion Culture
Defining the External Environment
External Environment
Those factors and forces outside the

organization that affect the organization’s
performance.
Components of the External Environment
 Specific environment
 General environment
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Components of the External Environment
Specific environment
 have a direct and immediate impact on the

organization.
General environment
 broad economic,
 socio-cultural
 political/legal
 demographic
 technological
 global conditions
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The External Environment
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Economic
- Interest rates, inflation, changes in disposable income, stock market
fluctuations, and business cycle stages.
Demographic
- Age, race, gender, education level, geographic location, income, and family
composition.
Political/legal
- Federal, state, and local laws, as well as global laws and laws of other
countries.
- Political conditions and stability.
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Sociocultural
- Values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of
behavior.
Technological
- Scientific or industrial innovations.
Global component
- Globalization and a world economy.
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How the Environment Affects Managers
Environmental Uncertainty
The extent to which managers have knowledge of and are able to predict
change their organization’s external environment is affected by:
 Complexity of the environment
 Degree of change in environmental components
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Complexity of the environment
 The number of components in an organization’s external environment.
Example: Hasbro Toy company, the second largest toy manufacturer (behind
Mattel) has simplified its environment by acquiring many of its competitors
such as- Tiger Electronics, Wizard of the Coast, Kenner Toys, Parker
Brothers and Tonka Toys.
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Degree of change in environmental components
 How dynamic or stable the external environment is.
Stable environment
- no new competitors
- few technological breakthroughs by current competitors
Dynamic environment
- Opposite
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Environmental Uncertainty Matrix
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Organizational Stakeholders
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The Organization’s Culture
Organizational Culture
- A system of shared meanings and common beliefs held by organizational

members that determines, in a large degree, how they act towards each
other.
- “The way we do things around here.”
Values, symbols, rituals, myths, and practices
Implications:
Culture is a perception.
Culture is shared.
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Dimensions of Organizational Culture
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Strong Versus Weak Cultures
Strong Cultures
- Cultures in which key values are deeply and widely held.
- Have a strong influence on organizational members.
Factors Influencing the Strength of Culture

Size of the organization
Age of the organization
Rate of employee turnover
Clarity of cultural values and beliefs
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Benefits of a Strong Culture
 Creates a stronger employee commitment to the organization.
 Aids in the recruitment and socialization of new employees.
 Fosters higher organizational performance by instilling and promoting

employee initiative.
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Strong Versus Weak Cultures
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How Employees Learn Culture

 Stories
Narratives of significant events or actions of people that convey the spirit of the
organization.
 Rituals
Repetitive sequences of activities that express and reinforce the values of the
organization.
 Material Symbols
Physical assets distinguishing the organization.
 Language
Jargon of terms, phrases, and word meanings specific to an organization.
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How Culture Affects Managers
Cultural Constraints on Managers

 Whatever managerial actions the organization recognizes as proper or
improper on its behalf
 Whatever organizational activities the organization values and encourages
 The overall strength or weakness of the organizational culture
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Managerial Decisions Affected by Culture
 Planning
 Organizing
 Leading
 Controlling
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Planning
 The degree of risk that plans should contain

 Whether plans should be developed by individuals or teams
 The degree of environmental scanning in which management will engage
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Organizing
 How much autonomy should be designed into employees’ jobs

 Whether tasks should be done by individuals or in teams
 The degree to which department managers interact with each other
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Leading
 The degree to which managers are concerned with increasing employee job
satisfaction
 What leadership styles are appropriate
 Whether all disagreements—even constructive ones—should be eliminated
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Controlling
 Whether to impose external controls or to allow employees to control their

own actions
 What criteria should be emphasized in employee performance evaluations
 What repercussions will occur from exceeding one’s budget
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Organization Culture Issues
 Creating an Innovative Culture

- Challenge and involvement
- Freedom
- Trust and openness
- Idea time
- Playfulness/humor
- Conflict resolution
- Risk-taking etc.
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Thank you
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Ahsanullah University of Science & Technology IPE 4203: Industrial and Business Management
Presented by
Mahjabin Moon
Lecturer, MPE, AUST
Management by Stephen P. Robbins & Mary Coulter (11th Ed)
 Strategic management is what

managers do to develop the
organization’s strategies.
 The decisions and actions that
determine the long-run
performance of an organization.
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Business Model is a strategic design for how a company intends

to profit from its strategies, work processes, and work activities.
Whether customers will
Focuses on
two things
value what the company
is providing
Whether the company

can make any money
doing that
https://www.chiefmarketer.com/wal-mart-launches-new-marketing-slogan/ 4
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 It results in higher organizational performance.

 It requires that managers examine and adapt to business environment
changes.
 It coordinates diverse organizational units, helping them focus on
organizational goals.
The strategic management process contains six-steps –
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Page 226: EXHIBIT 9-1
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Step 1: Identifying the Organization’s Current Mission, Goals, and

Strategies
Components of a mission statement
Customers
Products or services
Markets
Concern for survival, growth, and
profitability
Philosophy
Concern for public image
Technology
Self-concept
Concern for employees
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Step 2: Doing an External Analysis
 In an external analysis, managers should examine the economic, demographic,

political/legal, sociocultural, technological, and global components to see the
trends and changes.
 Managers need to pinpoint opportunities that the

organization can exploit and threats that it must
counteract or buffer against.
 Opportunities are positive trends in the external
environment; threats are negative trends.
Step 3: Doing an Internal Analysis
 Internal analysis provides important information about an organization’s

specific resources and capabilities.
 After completing an internal analysis, managers should be able to identify
organizational strengths and weaknesses.
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A SWOT analysis is an incredibly simple, yet powerful tool to

help you develop your business strategy, whether you’re
building a startup or guiding an existing company.
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Step 4: Formulating Strategies
Step 5: Implementing Strategies
Step 6: Evaluating Results
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An organizational strategy that determines what businesses a

company is in or wants to be in, and what it wants to do with
those businesses.
 It’s based on the mission and goals of the organization and the roles that
each business unit of the organization will play.
 The other part of corporate strategy is when top managers decide what to do
with those businesses: grow them, keep them the same, or renew them.
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“To be the world’s premier consumer products company

focused on convenient foods and beverages.”
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Growth Strategy
A corporate strategy that’s used Stability Strategy
when an organization wants to A corporate strategy in
expand the number of markets which an organization
served or products offered, either continues to do what it is
through its current business(es) or currently doing.
through new business(es).
Renewal Strategy
A corporate strategy designed
to address declining
performance by examining of
organizational weaknesses.
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Growth Strategy
 Concentration – Focusing on a primary line of business and increasing the
number of products offered or markets served.
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Growth Strategy
 Vertical Integration –
Backward Vertical Integration: attempting to gain

control of inputs (become a self-supplier).
Forward Vertical Integration: attempting to gain

control of output through control of the distribution
channel or provide customer service activities
(eliminating intermediaries).
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Growth Strategy
 Horizontal Integration –
Combining operations with another competitor in the same industry to
increase competitive strengths and lower competition among industry
rivals.
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Growth Strategy
 Diversification –
Related Diversification: Expanding by combining

with firms in different, but related industries that
are “strategic fits.
Unrelated Diversification: Growing by combining

with firms in unrelated industries where higher
financial returns are possible.
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Stability Strategy
 Offering the same products to the same clients, not introducing new
products, maintaining market share, and more.
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Renewal Strategy
 Developing strategies to counter organization weaknesses that are leading
to performance declines.
Retrenchment: A short-run strategy used for minor performance problems.
It helps an organization stabilize operations, revitalize organizational
resources and capabilities, and prepare to compete once again.
Turnaround: Addressing critical long-term performance problems through
the use of strong cost elimination measures and large-scale organizational
restructuring solutions..
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Renewal Strategy
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 When an organization’s corporate strategy encompasses a number of

businesses, managers can manage this collection, or portfolio, of businesses
using a tool called a corporate portfolio matrix.
 This matrix provides a framework for understanding diverse businesses and
helps managers establish priorities for allocating resources.
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 Developed by the Boston Consulting Group (BCG).

 Considers market share and industry growth rate
 Classifies firms as:
 Cash cows: low growth rate, high market share

 Stars: high growth rate, high market share
 Question marks: high growth rate, low market share
 Dogs: low growth rate, low market share
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Stars
 Invest large amounts of cash and should also generate large amounts of cash.
 Eventually develop into cash cows as their markets mature and sales growth
slows.
Cash Cows
 Profitand cash generation should be high, because of the low growth,
investments should be low.
 The cash generated by cash cow is reinvested in stars & question mark.
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Dogs
 Avoid & minimize the number of dogs in a company.
 Should be sold off or liquidated.
Question marks
 Low relative market share & high growth industry business. So business require
large amount of cash to maintain or gain market share.
 Question mark therefore may become stars if enough investment is made or they
may become dogs if ignored.
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https://www.superheuristics.com/bcg-matrix-of-nestle-detailed/
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 A strategy focused on how an organization will compete in each of its

SBUs (strategic business units).
 When an organization is in several different businesses, those single
businesses that are independent and that have their own competitive
strategies are referred to as Strategic Business Units (SBUs).
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Strategic Business Units (SBUs)
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What sets an organization apart; its distinctive edge.
Competitive Advantage can come
 either from the organization’s core

competencies by doing something that
others cannot do or doing it better than
others can do it.
 or from the company’s resources
because the organization has something
that its competitors do not have.
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1. Quality as a Competitive Advantage
 Differentiates the firm from its competitors.
 Can create a sustainable competitive advantage.
 Represents the company’s focus on quality management to achieve

continuous improvement and meet customers’ demand for quality.
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1. Quality as a Competitive Advantage
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2. Sustaining Competitive Advantage
 Continuing over time to effectively exploit resources and develop core

competencies that enable an organization to keep its edge over its industry
competitors.
 Sustainable competitive advantages are company assets, attributes, or abilities
that are difficult to duplicate or exceed; and provide a superior or favorable
long term position over competitors.
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Cost Leadership Differentiation Focus

Strategy Strategy Strategy
Attempting to
Seeking to Using a cost or
create a unique
attain the differentiation
and distinctive
lowest total advantage to
product or
overall costs exploit a
service for
relative to particular market
which
other industry segment rather a
customers will
competitors. larger market.
pay a premium.
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 The strategies used by an organization’s various functional

departments to support the competitive strategy.
Marketing Production
Purchase/
Human
procurement
Resources
department
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Organizational Structure and Design
IPE 4203
Presented By
Mahjabin Moon
Lecturer
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy

Langton, Management, Eleventh Edition.
Copyright © 2005 Pearson Education Canada Inc. 1
◦ Organizational Structure
◦ Work specialization
◦ Departmentalization
◦ Chain of Command
◦ Span of Control
◦ Centralize vs. Decentralize
◦ Formalization
◦ Organizational Design
2
Organizational Structure
The formal arrangement of jobs within an organization.
3
 Divides work to be done into specific jobs and departments.
 Assigns tasks and responsibilities associated with individual jobs.
 Coordinates diverse organizational tasks.
 Establishes relationships among individuals, groups, and departments.
 Establishes formal lines of authority.
 Allocates and deploys organizational resources.
4
A process that involves decisions about six key elements:
1. Work specialization
2. Departmentalization
3. Chain of command
4. Span of control
5. Centralization and decentralization
6. Formalization
5
Work Specialization
The degree to which work activities
are divided into separate job tasks.
Individual employees “specialize” in

doing part of an activity rather than
the entire activity to increase work
output.
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Work Specialization
Overspecialization can result in
human diseconomies from boredom,
fatigue, stress, poor quality, increased
absenteeism, and higher turnover.
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Departmentalization
 The basis of grouping common work activities together so the
work gets done in a coordinated and integrated way.
 Five common forms of departmentalization-
1. Functional
2. Geographical
3. Product
4. Process
5. Customer
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Functional
 Grouping jobs by functions performed.
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Functional
• Advantages
 Efficiencies from putting together similar specialties and people
with common skills, knowledge and orientations.
 Coordination within functional area.
 In depth specializations.
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Functional
• Disadvantages
 Poor communication across functional areas
 Limited views of organizational goals
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Geographical
 Grouping jobs on the basis of territory or geography.
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Geographical
• Advantages
 More effective and efficient handling of specific regional issues
that arise.
 Serve needs of unique geographic market better.
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Geographical
• Disadvantages
 Duplication of functions.
 Can feel isolated from other organizational areas.
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Product
 Grouping jobs by product line.
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Product
• Advantages
 Allow specialization in particular product and services.
 Managers can become experts in their industry.
 Closer to customers.
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Product
• Disadvantages
 Limited views of organizational goals.
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Process
 Grouping jobs on the basis of product or customer flow.
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Process
• Advantages
 More efficient flow of work activities.
• Disadvantages
 Can only be used with certain types of products.
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Customer
 Grouping jobs by type of customer and needs.
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Customer
• Advantages
 Customers’ needs and problems can be met by specialists.
• Disadvantages
 Limited views of organizational goals
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Chain of Command
The continuous line of authority
that extends from upper levels of an
organization to the lowest levels of
the organization and clarifies who
reports to whom.
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Authority
◦ The rights to tell people what to do and to expect them to do
it.
◦ Acceptance theory of authority
Acceptance theory of authority

 The view that authority comes from the willingness of
subordinates to accept it.
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Acceptance theory of authority
Barnard contended that subordinates will accept orders only if the
following conditions are satisfied:
1. They understand the order.
2. They feel the order is consistent with the organization’s purpose.
3. The order does not conflict with their personal beliefs.
4. They are able to perform the task as directed.
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Line Authority
 Authority that entitles a manager to direct the work of an
employee.
 The president, the production manager, and the sales manager
are examples of line managers.
Staff Authority
 Positions with some authority that have been created to
support, assist, and advise those holding line authority.
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Responsibility
◦ The obligation or expectation to perform.
Unity of Command
◦ The concept that a person should have one boss and should
report only to that person.
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Span of Control
 The number of employees who can be effectively and efficiently
supervised by a manager.
 It determines the number of levels and managers in an
organization
28
29
 Width of span is affected by:
 Skills and abilities of the manager and the employees
 Characteristics of the work being done
 Similarity of tasks
 Complexity of tasks
 Standardization of tasks
 Strength of the organization’s culture etc.
30
Centralization
Decision making is concentrated at a single point in the
organization.
Organizations where top managers make all the decisions
and lower-level employees simply carry out those orders.
31
Decentralization
Lower-level employees provide input or actually make
decisions.
Employee Empowerment.
32
33
Formalization
The degree to which jobs within the organization are
standardized and the extent to which employee behavior is
guided by rules and procedures.
34
35
Structural decisions are influenced by:
Strategy and structure
Size and structure
Technology and structure
Environmental uncertainty and structure
36
Traditional Designs
Simple Structure
- Low departmentalization, wide spans of control, centralized
authority, little formalization
Functional Structure
- Operations, finance, human resources, and product research
and development
Divisional Structure
- Composed of separate business units or divisions
37
38
Contemporary Organizational Designs
Team Structures
Matrix & Project Structures
Boundary less structure
- Virtual
- Network
Learning structure
39
Thank You
40

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Introduction to Organizations

A deliberate arrangement of people to accomplish some specific purpose

 Have a deliberate structure

 Have a distinct purpose (goal)

Coordinating work activities so that they are completed efficiently and

Doing things right Doing the right things

Getting the most output from the Completing activities so that

Quantity based Quality based

 It helps in achieving group goals

 It arranges the factors of production

 It assembles and organizes the resources

 It improves productivity and efficiency

 It improves the customer experience and increases profitability

The Value of Studying Management

 The universality of management

 The reality of work

 Rewards and challenges of being a manager

- Management offers challenging, exciting and creative

- Successful managers receive significant monetary rewards for

 Create a good work environment

 Have opportunities to think creatively and

 Help others to find meaning and fulfillment

 Support, coach and nurture others

 Work with a variety of people

 Receive recognition and status in organization and community etc.

 Need to do hard work

 Have to deal with a variety of

 Often have to do things with limited resources

 Motivate workers in chaotic and uncertain situations

 Success depends on others’ work performance

 Managers at the lowest level of the

 Manage the work of non managerial employees

 First-line managers may be called supervisors or even shift managers,

 Managers between the first line level

 Manage the work of first line managers.

 Managers at the top level of the organization

 Responsible for making organization wide

 Typically have titles such as executive vice president, president,

Management function that involves

 establishing strategies to achieve those goals

 developing plans to integrate and coordinate activities.

Management function that involves

 determining what tasks are to be done

 how the tasks are to be grouped

 who reports to whom

 where the decisions are to be made.

Management function that involves

 influencing individuals or teams as they work

 selecting the most effective communication channels

 dealing in any way with employee behavior issues.

Management function that involves

 monitoring actual performance

 comparing actual to standard

 taking action, if necessary.

The three interpersonal roles include

 Obliged to perform a number of routine duties of a legal or social

 Signing legal documents

 Responsible for the motivation of subordinates

 Responsible for stuffing, training and associated duties