Part1: Defining the Managers Terrain:

Chapter1: Introduction to Management and Organizations:

Who Are Managers? Manager: Someone who works with and through other people by coordinating their work activities in order o accomplish organizational goals. Types of managers: First line managers: Managers at the lowest level of the organization who manage the work of non managerial employees who are directly or indirectly involved with the production or creation of the organizations products. Middle managers: Managers between the first line level and the top level of the organization who manage the work of first-line managers. Top managers: Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. What Is Management and What Do Managers Do? Management: Coordinating work activities so that they are completed efficiently and effectively with and through other people. Efficiency and Effectiveness: Efficiency: Getting the most output from the least amount of inputs: referred to as doing things right Effectiveness: Completing activities so that organizational goals are achieve: referred to as doing the right things

Management Functions: Planning, organizing, leading and controlling. Planning: A management function that involves defining goals, establishing a strategy for achieving those goals, and developing plans to integrate and coordinate activities. Organizing: A management function that involves determining what tasks are to be done, who is to do them, how tasks are to be grouped, who reports to whom, and where decisions are to be made. Leading: A management function that involves motivating subordinates, directing he work of individuals or teams, selecting the most effective communication channels, and resolving employee behavior issues. Controlling: A management function that involves monitoring actual performance, comparing actual performance to a standard, and taking corrective action when necessary.

Management Roles: Specific categories of managerial behavior. (Think of the different roles you play and the different behaviors you are expected to perform in the roles of student, sibling, employee, volunteer, and so forth) Interpersonal Roles: Management roles that involve working with people (subordinates and persons outside the organization) or performing duties that are ceremonial and symbolic in the nature. The three interpersonal roles include being a figurehead, leader, and liaison. Informational Roles: Management roles that involves receiving, collecting, and disseminating information. The three informational roles include monitor, disseminator and spokesperson. Decisional Roles: Management roles that involve making significant choices tat affect the organization. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. Function VS Roles: The function approach still represents the most useful way of conceptualizing the managers job. The classical function provides clear and discrete methods of classifying the thousand of activities that mangers carry out and the techniques the use in terms of the functions they perform for the achievement of goals. Many roles align well with one or more functions but not all of them. The difference can be explained by the fact that all managers do some work that is not purely managerial. Management skills: Technical skills: Knowledge of and expertise in a specialize field. Human skills: The ability to work well with other peoples both individually and in a group. Conceptual skills: The mental ability to analyze and generate ideas about abstract and complex situations. These skills help managers see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its boarder environment.

What Is an Organization? A deliberate arrangement of people who act together to accomplish some specific purpose.

Distinct Purpose: This purpose is typically expressed in terms of a goal or a set of goals that the organization hopes to accomplish. People: One person working alone is not an organization. It takes people to perform the work that is necessary for the organization to achieve its goals. Deliberate structure: Whether that structure is open and flexible or traditional and clearly defined, the structure defines members work relationships.

The changing Organization : Traditional Organization:

Stable Inflexible Job-focused Work is defined by job positions Indivudial-oriented Permanent jobs Command-oriented Managers always make decisions Rule-oriented Relatively homogeneous workforce Workdays defined as 9 to 5 Hierarchical relationships Work at organizational facility during specific hours.

New Organizations:
Dynamic Flexible Skills-focused

Work is defined in terms of tasks to be done

Team-oriented Temporary jobs Involvement-oriented Employees participate in decision making Customer-oriented Diverse workforce Workdays have no time boundaries Lateral and networked relationships Work anywhere.

Types of Organizations: Private sector: The part of the economy that is run by organizations that are free from direct government control; operations in this sector operate to make a profit. Publicly held organization: A company whose shares are available on the stock exchange for public trading by brokers/dealers. Privately held organization: Companies whose shares are not available on the stock exchange but are privately held. Nonprofit sector: The part of the economy that is run by organizations that operates for purposes other than making a profit (that is, providing charity or services). NGO: A nongovernmental organization that emphasizes humanitarian issues, development, and sustainability. Public sector: The part of the economy that is directly controlled by government. Civil servants: People who work in a local, provincial, or federal government department. Crown corporations: Commercial companies owned by the government but independently managed.

Why Study Management:

Universality of management: The reality is that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational work areas, and in organizations in all countries around the globe. ___________________________________________ Two important pre-twentieth century influences on management are: Division of labour The breakdown of jobs into narrow and repetitive tasks Industrial Revolution The substitution of machine power for human power making This made it more economical to manufacture goods in factories than at home

Summary and implications on Page 15