MANAGERS AND

ORGANIZATIONS

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 LEARNING OBJECTIVES
1. Explain why managers are important to organizations.
2. Tell who managers are and where they work.
§ Know how to manage your time.
3. Describe the functions, roles, and skills of managers.
4. Describe the factors that are reshaping and redefining
the manager’s job.
§ Develop your skills at being politically aware.
5. Explain the value of studying management.

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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.

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 WHO ARE MANAGERS?

Manager – Someone who coordinates and oversees the work of

other people so that organizational goals can be accomplished.

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 EXHIBIT 1-1
LEVELS OF MANAGEMENT

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 CLASSIFYING MANAGERS
•Top Managers - Individuals who are responsible for making
organization-wide decisions and establishing plans and goals that
affect the entire organization.
•Middle Managers - Individuals who manage the work of first-
line managers.
•First-line Managers - Individuals who manage the work of non-
managerial employees.

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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

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 EXHIBIT 1-2
CHARACTERISTICS OF ORGANIZATIONS

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WHAT DO MANAGERS DO?

Management involves coordinating and overseeing

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

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 EFFECTIVENESS AND EFFICIENCY

Efficiency Effectiveness
„Doing things „Doing the right
right things

• Getting the most • Attaining

output for the organizational goals
least inputs

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 EXHIBIT 1-3
EFFICIENCY AND EFFECTIVENESS IN
MANAGEMENT

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THE FOUR MANAGEMENT FUNCTIONS

Ø 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.

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 EXHIBIT 1-4
FOUR FUNCTIONS OF MANAGEMENT

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PLANNING & ORGANIZING
„ Planning: If you have no particular destination in mind, then any road
will do. However, if you have someplace in particular you want to go,
you’ve got to plan the best way to get there. Because organizations
exist to achieve some particular purpose, someone must define that
purpose and the means for its achievement. Managers are that someone.
As managers engage in planning , they set goals, establish strategies for
achieving those goals, and develop plans to integrate and coordinate
activities.
„ Organizing: Managers are also responsible for arranging and
structuring work to accomplish the organization’s goals. We call this
function organizing. When managers organize, they determine what
tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.

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LEADING & CONTROLLING
„ Leading: Every organization has people, and a manager’s job is to work
with and through people to accomplish goals. This is the leading function.
When managers motivate subordinates, help resolve work group conflicts,
influence individuals or teams as they work, select the most effective
communication channel, or deal in any way with employee behavior issues,
they’re leading.
„ Controlling: The final management function is controlling . After goals and
plans are set (planning), tasks and structural arrangements put in place
(organizing), and people hired, trained, and motivated (leading), there has to
be some evaluation of whether things are going as planned. To ensure that
goals are being met and that work is being done as it should be, managers
must monitor and evaluate performance. Actual performance must be
compared with the set goals. If those goals aren’t being achieved, it’s the
manager’s job to get work back on track. This process of monitoring,
comparing, and correcting is the controlling function.

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 MANAGEMENT ROLES

• Roles are specific actions or behaviors

expected of a manager.
• Mintzberg identified 10 roles grouped into
3 categories interpersonal roles,
informational roles, and decisional roles.
• https://www.youtube.com/watch?v=NgkQYRqxKTs 9min
• https://www.youtube.com/watch?v=NgkQYRqxKTs&t=331s
• http://www.free-management-ebooks.com/faqld/leadmodels-01.htm

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 THREE TYPES OF ROLES
• Interpersonal roles
– How a manager interact with people within and
outside of the company.
• Informational roles
– How a manager exchanges and processes
information.
• Decisional roles
– How a manager uses information in decision making.

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INTERPERSONAL ROLES
„ Figurehead: is someone who is modeling key principles and policies for
the employees within the company.
„ Leader: who is going to be providing direction and enthusiasm to their
employees, making motivated to work hard.
„ Liaison: you are tasked with coordination with other individuals or units
within the company.

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INFORMATIONAL ROLES
„ Monitor: A manager can be scanning or gathering information for the
company then analyzing it.
„ Disseminator: a manager can be giving instructions and directions to the
employees of the company.
„ Spokesperson: a manager can be the official communicator of the or the
face of the company to the outside world.

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DECISIONAL ROLES
„ Entrepreneur: a manager can guide the company to pursue new
initiatives or take on new projects.
„ Disturbance handler: a manager can be dealing with problems and
conflicts as they arise.
„ Resource allocator: a manager can be handling budgets and distributing
resources.
„ Negotiator: a manager can be negotiating and making deals within or
outside the company.

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 EXHIBIT 1-5
MINTZBERG’S MANAGERIAL ROLES

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 SKILLS MANAGERS NEED
• Technical skills
– job-specific knowledge, expertise and techniques needed to
proficiently perform work tasks.
• Human skills
– The ability to work well with other people both individually and in
a group. Because all managers deal with people, these skills are
equally important to all levels of management.
• Conceptual skills
– The ability to think and conceptualize about abstract and
complex situations concerning the organization as a whole,
understand the relationships among various subunits, and
visualize how the organization fits into its broader environment.

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 EXHIBIT 1-6
SKILLS NEEDED AT DIFFERENT
MANAGERIAL LEVELS

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 EXHIBIT 1-8
CHANGES FACING MANAGERS

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 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.

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 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.

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 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.

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 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.

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 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

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 EXHIBIT 1-9
UNIVERSAL NEED FOR MANAGEMENT

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 CHALLENGES
OF BEING A MANAGER
• Challenges
– Can be a thankless job
– May entail clerical 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

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 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.

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 EXHIBIT 1-10
REWARDS AND CHALLENGES OF BEING A MANAGER

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