Introduction to

Management
Week No. 1

Who Are Managers?

Manager
Someone who coordinates and
oversees the work of other people so
that organizational goals can be
accomplished.

People Differences
Operatives
People who work directly on a job or
task and have no responsibility for
overseeing the work of others.

Managers
Individuals in an organization who direct
the activities of others.

Where Do They Work?

Organization
A systematic arrangement of people brought
together to accomplish some specific purpose;
applies to all organizationsfor-profit as well as
not-for-profit organizations.
Where managers work (manage).

Common characteristics
Goals
Structure
People

How Do We Define
Management?
Management
The process of getting things done, effectively
and efficiently, through and with other people
Efficiency
Means doing the thing correctly; refers to the
relationship between inputs and outputs; seeks to
minimize resource costs

Effectiveness
Means doing the right things; goal attainment

Management Functions

Resource
Human
s
Financial
Raw
Materials
Technological
Information

Plannin
g
Select goals
and ways to
attain them

Performanc
e goals
Attain
Organizin
g
Assign
responsibility for
task
accomplishment

Controlli
ng
Monitor activities
and make
corrections

Leadin
g
Use influence to
motivate employees

Products
Services
Efficiency
Effectivenes
s

Management Levels
First-line Managers
Individuals who manage the work of nonmanagerial 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.

Management Levels
(Cont)

RCE: Adapted from Thomas V. Bonoma and Joseph C. Lawler, Chutes and Ladders: Growing the General Manager, Sloan Management Review (Spring 1989), 2

Responsibilities of Top
Managers
Creating
Creating aa context
context for
for change
change
Developing
Developing commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action
Monitoring
Monitoring their
their business
business environments
environments

Middle Managers
Plant Manager
Regional Manager
Divisional Manager

Responsibilities of Middle
Managers
Plan
Plan and
and allocate
allocate resources
resources to
to meet
meet objectives
objectives
Coordinate
Coordinate and
and link
link groups,
groups,
departments,
departments, and
and divisions
divisions
Monitor
Monitor and
and manage
manage the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them
Implement
Implement changes
changes or
or strategies
strategies
generated
generated by
by top
top managers
managers
11

First-Line Managers
Office Manager
Shift Supervisor
Department
Manager

Responsibilities of First-Line
Managers
Manage
Manage the
the performance
performance of
of
entry-level
entry-level employees
employees
Encourage,
Encourage, monitor,
monitor, and
and reward
reward
the
the performance
performance of
of workers
workers
Teach
Teach entry-level
entry-level employees
employees how
how to
to do
do their
their jobs
jobs

Make
Make detailed
detailed schedules
schedules and
and operating
operating plans
plans

What Do Managers Do?

Skills Approach
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

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Exhibit 15 Skills Needed at Different Management Levels

Conceptual Skills

Using information to solve business

problems
Identifying of opportunities for innovation
Recognizing problem areas and
implementing solutions
Selecting critical information from masses
of data
Understanding of business uses of
technology
Understanding of organizations business
model

Communication Skills
Ability to transform ideas into words and
actions
Credibility among colleagues, peers, and
subordinates
Listening and asking questions
Presentation skills; spoken format
Presentation skills; written and/or graphic
formats

Interpersonal Skills
Coaching and mentoring skills
Diversity skills: working with diverse
people and cultures
Networking within the organization
Networking outside the organization
Working in teams; cooperation and
commitment

What Do Managers Do?

Mintzbergs Managerial Roles
Interpersonal
Figurehead
Leader
Liaison

Informational
Monitor
Disseminator
Spokesperson

Decisional

Entrepreneur
Disturbance handler
Resource allocator
Negotiator