MANAGERS

IN THE
WORKPLAC
E

Copyright
Copyright ©
© 2014
2018 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-1
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.

Copyright
Copyright ©
© 2014
2018 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-2
 WHO ARE MANAGERS?

Manager – Someone who

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

Copyright
Copyright ©
© 2014
2018 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-3
 EXHIBIT 1-1
LEVELS OF MANAGEMENT

Copyright
Copyright ©
© 2014
2018 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-4
 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.

Copyright
Copyright ©
© 2014
2018 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-5
WHERE DO MANAGERS WORK?
Organization – A deliberate (careful) 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
Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-6
 EXHIBIT 1-2
CHARACTERISTICS OF ORGANIZATIONS

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-7
 WHAT DO MANAGERS DO?

Management involves coordinating and

overseeing the work activities of others so
that their activities are completed efficiently
and effectively.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-8
EFFECTIVENESS & EFFICIENCY

Efficiency Effectiveness
 Doing things  Doing the right
right things

• Getting the • Attaining

most output for organizational
the goals
least inputs
Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-9
 EXHIBIT 1-3
EFFICIENCY AND EFFECTIVENESS IN
MANAGEMENT

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-10
THE FOUR 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.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-11
 EXHIBIT 1-4
FOUR FUNCTIONS OF MANAGEMENT

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-12
 MANAGEMENT ROLES
• Roles are specific actions or behaviors
expected of a manager.
• Mintzberg identified 10 roles grouped
around
• Interpersonal relationships
• Transfer of information
• Decision- making

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-13
 THREE TYPES OF ROLES
• Interpersonal roles
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource
allocator, negotiator

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-14
 EXHIBIT 1-5
MINTZBERG’S MANAGERIAL ROLES

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-15
 Interpersonal Roles
 Figurehead – includes symbolic duties which are legal or
social in nature.
 Leader – includes all aspects of being a good leader. This
involves building a team, coaching the members,
motivating them, and developing strong relationships.
 Liaison – includes developing and maintaining
a network outside the office for information and
assistance.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-16
 Informational Roles
 Monitor – includes seeking information regarding the
issues that are affecting the organization. Also, this
includes internal as well as external information.
 Disseminator – On receiving any important information
from internal or external sources, the same needs to be
disseminated or transmitted within the organization.
 Spokesperson – includes representing the organization
and providing information about the organization to
outsiders.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-17
 Decisional Roles
 Entrepreneur – involves all aspects associated with acting
as an initiator, designer, and also an encourager of
innovation and change.
 Disturbance handler – taking corrective action when the
organization faces unexpected difficulties which are
important in nature.
 Resource Allocator – being responsible for the optimum
allocation of resources like time, equipment, funds, and
also human resources, etc.
 Negotiator – includes representing the organization in
negotiations (discussions) which affect the manager’s
scope of responsibility.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-18
 SKILLS MANAGERS NEED
• Technical skills
– Knowledge and proficiency(expertise) 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

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-19
 EXHIBIT 1-6
SKILLS NEEDED AT DIFFERENT
MANAGERIAL LEVELS

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-20
 EXHIBIT 1-8
CHANGES FACING
MANAGERS

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-21
 EXHIBIT 1-8
CHANGES FACING MANAGERS

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-22
 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.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-23
 THE IMPORTANCE OF
SOCIAL MEDIA

• Social media
– Forms of electronic communication through
which users create online communities to
share ideas, information, personal messages,
and other content.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-24
 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.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-25
 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.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-26
 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

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-27
 EXHIBIT 1-9
UNIVERSAL NEED FOR MANAGEMENT

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-28
 CHALLENGES
OF BEING A MANAGER
• Challenges
– Can be a thankless job
– May entail (require) clerical (secretarial) type duties
– Managers also spend significant amounts of time in
meetings and dealing with interruptions
– Managers often have to deal with a variety of
personalities and have to make do with limited
resources

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-29
 REWARDS OF BEING A MANAGER

• Rewards
– Responsible for creating a productive work
environment.
– Recognition and status in your organization
and in the community.
– Attractive compensation in the form of
salaries, bonuses, and stock options.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-30
 EXHIBIT 1-10
REWARDS AND CHALLENGES OF BEING A
MANAGER

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-31
 REVIEW LEARNING OBJECTIVE 1.1

• Explain why managers are important to

organizations.
– Organizations need their managerial skills and
abilities in uncertain, complex, and chaotic (care for,
protect) times.
– Managers are critical to getting things done in
organizations.
– Managers contribute to employee productivity and
loyalty.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-32
 REVIEW LEARNING OBJECTIVE 1.2
• Tell who managers are and where they work.
– Managers coordinate and oversee the work of other
people so that organizational goals can be
accomplished.
– Managers work in an organization, which is a
deliberate (careful)arrangement of people to
accomplish some specific purpose.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-33

1 – 31
 REVIEW LEARNING OBJECTIVE 1.3
• Describe the functions, roles, and skills of
managers.
– Management involves coordinating and overseeing
the efficient and effective completion of others’ work
activities.
– The four functions of management include planning,
organizing, leading, and controlling.

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-34
 REVIEW LEARNING OBJECTIVE 1.3 (CONT.)
• Mintzberg’s managerial roles include:
– Interpersonal, involve people and other
ceremonial/symbolic duties (figurehead, leader, and
liaison).
– Informational, collecting, receiving, and disseminating
information (monitor, disseminator, and
spokesperson).
– Decisional, making choices (entrepreneur,
disturbance handler, resource allocator, and
negotiator).

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-35
 REVIEW LEARNING OBJECTIVE 1.3 (CONT.)

• Katz’s managerial skills include

– Technical (job-specific knowledge and techniques)
– Human (ability to work well with people)
– Conceptual (ability to think and express ideas).

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-36
 REVIEW LEARNING OBJECTIVE 1.4
• Describe the factors that are reshaping and
redefining the manager’s job.
– Managers must be concerned with:
• Customer service because employee attitudes and
behaviors play a big role in customer satisfaction
• Social media because these forms of communication
are becoming important and valuable tools in managing
• Innovation because it is important for organizations to
be competitive.
• Sustainability as business goals are developed

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-37
 REVIEW LEARNING OBJECTIVE 1.5
• Explain the value of studying management.
– The universality of management – managers are
needed in all types and sizes of organizations
– The reality of work – you will manage or be managed
– Significant rewards and challenges

Copyright
Copyright ©
© 2014
2016 Pearson
Pearson Education,
Education, Ltd
Ltd. 1-38