Slide 2
• Explain why managers are important to organizations
• Tell who managers are and where they work
• Describe the functions, roles, and skills of managers
• Describe the factors that are reshaping and redefining the manager’s job
• Explain the value of studying management
Slide 3
Why are Managers Important?
• Organizations need their managerial skills and abilities more than ever in these uncertain,
complex, and chaotic times.
• Managerial skills and abilities are critical in getting things done.
• The quality of the employee/supervisor relationship is the most important variable in
productivity and loyalty.
Slide 4
Who Are Managers?
• Manager
– Someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.
Slide 5
Classifying Managers
• First-line Managers - Individuals who manage the work of non-managerial 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.
Slide 6
Exhibit 1-1: Levels of Management
Slide 7
Where Do Managers Work?
• Organization - A deliberate arrangement of people assembled to accomplish some specific
purpose (that individuals independently could not accomplish alone).
• Common Characteristics of Organizations
– Have a distinct purpose (goal)
– Are composed of people
– Have a deliberate structure
Slide 8
Exhibit 1-2: Characteristics of Organizations
Slide 9
What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so that their
activities are completed efficiently and effectively.
Slide 10
Effectiveness and Efficiency
• Efficiency
– “Doing things right”
– Getting the most output for the least inputs
• Effectiveness
– “Doing the right things”
– Attaining organizational goals
Slide 11
Exhibit 1-3: Efficiency and Effectiveness in Management
Slide 12
Management Functions
• Planning - Defining goals, establishing strategies to achieve goals, and developing plans to
integrate and coordinate activities.
• Organizing - Arranging and structuring work to accomplish organizational goals.
• Leading - Working with and through people to accomplish goals.
• Controlling - Monitoring, comparing, and correcting work.
Slide 13
Exhibit 1-4: Four Functions of Management
Slide 14
Management Roles
• Roles are specific actions or behaviors expected of a manager.
• Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of
information, and decision making.
Slide 15
Management Roles
• Interpersonal roles
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator, negotiator
Slide 16
Exhibit 1-5: Mintzberg’s Managerial Roles
Slide 17
Skills Managers Need
• 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
Slide 18
Exhibit 1-6: Skills Needed at Different Managerial Levels
Slide 19
Exhibit 1-7: Important Managerial Skills
Slide 20
The Importance of Customers
• Customers: the reason that organizations exist
– Managing customer relationships is the responsibility of all managers and
employees.
– Consistent high quality customer service is essential for survival.
Slide 21
The Importance of Innovation
• Innovation
– Doing things differently, exploring new territory, and taking risks.
– Managers should encourage employees to be aware of and act on opportunities for
innovation.
Slide 22
The Importance of Sustainability
• 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.
Slide 23
Exhibit 1-8: Changes Facing Managers
Slide 24
Why Study Management?
• Universality of Management
– The reality that management is needed
• in all types and sizes of organizations
• at all organizational levels
• in all organizational areas
• in all organizations, regardless of location
Slide 25
Exhibit 1-9: Universal Need for Management
Slide 26
Exhibit 1-10: Rewards and Challenges of Being a Manager
Slide 27
Terms to Know
• manager
• first-line managers
• middle managers
• top managers
• management
• efficiency
• effectiveness
• planning
• organizing
• leading
• controlling
• management roles
• interpersonal roles
• informational roles
• decisional roles
• technical skills
• human skills
• conceptual skills
• organization
• universality of management
