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Lecture 1

The document provides an overview of management, defining who managers are, their roles, and the importance of studying management. It outlines the different types of managers, their functions, necessary skills, and the factors reshaping management today. Additionally, it discusses the historical evolution of management theories and approaches.

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soares catherine-mary
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3 views

Lecture 1

The document provides an overview of management, defining who managers are, their roles, and the importance of studying management. It outlines the different types of managers, their functions, necessary skills, and the factors reshaping management today. Additionally, it discusses the historical evolution of management theories and approaches.

Uploaded by

soares catherine-mary
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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1

Chapter

Managers
and
Management
Learning Outcomes
• Tell who managers are and where they work.
• Define management.
• Describe what managers do.
• Explain why it’s important to study
management.
• Describe the factors that are reshaping and
redefining management.
Who Are Managers?
Where Do They Work?
• Organization
– A deliberate arrangement of people brought
together to accomplish a specific purpose
• Common Characteristics of Organizations
– Goals
– People
– Structure
How Are Managers Different from
Nonmanagerial Employees?
• Nonmanagerial Employees
– People who work directly on a job or task and
have no responsibility for overseeing the work of
others
– Examples: Associates and Team Members
• Managers
– Individuals in organizations who direct the
activities of others
What Titles Do Managers Have?
• Top Managers
– Make decisions about the direction of the
organization
– Examples: President, Chief Executive Officer, Vice-
President
• Middle Managers
– Manage the activities of other managers
– Examples: District Manager, Division Manager
• First-line Managers
– Direct nonmanagerial employees
– Examples: Supervisor, Team Leader
What Is Management?
Management is the process of getting things
done effectively and efficiently, with and
through people.
•Effectiveness
– “Doing the right things”: the tasks that help an
organization reach its goals
•Efficiency
– “Doing things right”: the efficient use of such
resources as people, money, and equipment
What Do Managers Do?
In the functions approach
proposed by French
industrialist Henri Fayol,
all managers perform
certain activities or
functions.
Four Management Functions
• Planning
– Defining the organizational purpose and ways to
achieve it
• Organizing
– Arranging and structuring work to accomplish
organizational goals
• Leading
– Directing the work activities of others
• Controlling
– Monitoring, comparing, and correcting work
performance
What Are Management Roles?
Minzberg Manager’s Role: Update
Manager’s role is to influence action by:
1. Managing actions directly
2. Managing people who take action
3. Managing information that propels people to
take action

Manager’s dual roles include:


1. Framing
2. Scheduling
What Skills Do Managers Need?
• Conceptual Skills
– Used to analyze and diagnose complex situations
• Interpersonal Skills
– Used to work with, understand, and motivate
individuals and groups
• Technical Skills
– Involve job-specific knowledge and techniques
required to perform tasks
• Political Skills
– Used to build a power base and establish
connections
Is the Manager’s Job Universal?
• Level in the Organization
• Profit vs. Nonprofit
Why Study Management?
• We all benefit from efficiently and effectively
run businesses.
• Well-managed organizations prosper even in
challenging economic times.
• After graduation, most students become
managers or are managed.
What Factors Are Reshaping and
Redefining Management?
Today, managers must
deal with:
– Changing workplaces
– Ethical and trust issues
– Global economic
uncertainties
– Changing technologies
Trader Joe’s success
results from
outstanding
customer service.
Why Are Customers Important?
• Without customers, most organizations would cease
to exist.
• Employee attitudes and behaviors play a big part in
customer satisfaction.
• Managers must create a customer-responsive
environment where employees are friendly,
knowledgeable, and sensitive to customer needs.
Why Is Innovation Important?
• “Nothing is more risky
than not innovating.”
• Innovation isn’t only
important for high
technology companies;
it is essential in all types
of organizations.
History Module
A Brief History of
Management’s
Roots
Early Management
• Management has been
practiced for thousands
of years.
• Organized projects were
directed by people
responsible for
planning, organizing,
leading, and controlling.
Classical Approaches (1911–1947)
Scientific Management
– Frederick W. Taylor
described scientific
management as a
method of scientifically
finding the “one best
way to do a job.”
Other Classical Approaches
General Administrative
Theory
– Focused on what constituted
good management.
– Henri Fayol identified five
management functions and
14 management principles.
– Max Weber described the
bureaucracy as an ideal
rational form of organization.
Behavioral Approaches
Early management writers included:
– Robert Owen, who was concerned about
deplorable working conditions
– Hugo Munsterberg, a pioneer the field of
industrial psychology
– Mary Parker Follett, who recognized that
organizations could be viewed from both
individual and group behavior perspectives
The Hawthorne Studies
• Studies conducted at the
Hawthorne Works of the
Western Electric Company:
– Provided new insights into
individual and group behavior
at work.
– Concluded that group
pressures can significantly
impact individual productivity.
Quantitative Approaches
• Quantitative Approach
– Used quantitative techniques to improve decision-
making.
– Evolved from mathematical and statistical
solutions developed for military problems during
World War II.
– W. Edwards Deming and Joseph M. Duran’s ideas
became the basis for total quality management
(TQM).

1-32
Contemporary Approaches
• Focused on managers’ concerns outside the
organization
– Organizations are open systems that are influenced by
and interact with their environments.
– Fred Feildler’s contingency approach states that
organizations, employees, and situations require
different managerial approaches.
– Dramatic changes in information technology connect
nearly everyone in an organization, and managers now
supervise employees remotely.

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