Chapter 1

Management and Organizations

In this introductory chapter, your students will explore the concepts of management,
manager skills, and organizations in today’s dynamic business environment.

LEARNING OUTCOMES

1.1 Explain why managers are important to organizations.

1.2 Tell who managers are and where they work.
1.3 Describe the functions, roles, and skills of managers.
1.4 Describe the factors that are reshaping and redefining the manager’s job.
1.5 Explain the value of studying management.

Spotlight: Manager at Work

To illustrate the varied backgrounds, skills, and characteristics of successful

managers, the opening case study, “Spotlight: Manager at Work,” features Mark
Pincus, CEO of Zynga. Running one of the world’s leading social gaming companies
isn’t easy. Customers have to be convinced to buy things that don’t exist (i.e. virtual
worlds like Farmville), and talented employees have to be attracted and retained. It’s
Mark’s job to lead in this challenging industry where managers face expectations to
keep business running smoothly by meeting customer’s demands and providing
benefits to keep his employees satisfied and creative. The question at the end of this
opening asks students to put themselves in Mark’s place. This opening dilemma should
be used to encourage discussion on the role of managers and the reality that the
workplace and the expectation of managers are evolving. You should find that many of
your students have experience with some of Zynga’s products and they have stories
about the changing nature of the industry and what is expected of them by their
customers. The question they may not have considered is how challenging it is to keep
employees in this demanding environment.

Chapter 1 continues with an examination of the functions of management, managerial

roles and skills, the diverse nature of modern business organizations, and rewards and
challenges offered by a career in management.

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CHAPTER OUTLINE

1.1 WHY ARE MANAGERS IMPORTANT?

Managers have an important impact on both employees and the organizations
in which they work. The following three reasons address their importance:
A. Organizations need their managerial skills and abilities more than ever in
these uncertain, complex, and chaotic times.
B. Managers are critical to getting things done.
C. Managers do matter to organizations! According to a Gallup poll of ten’s
of thousands of managers and employees, the relationship of manager
to their employees and supervisors is single most important variable in
employee productivity and loyalty.
1.2 WHO ARE MANAGERS AND WHERE DO THEY WORK?
Managers may not always be what we expect. Today’s managers range from
18 to 80, they‘re found in a variety of different types of organizations, and they
perform a variety of jobs from the top to the bottom of the organization. Data
points shows some of the latest results of opinions of management. Statistics
also show an increasing number of women in management, however, while their
number is increasing it is mostly in the area of lower and middle management,
not top management.
Who Is a Manager?
A. The changing nature of organizations and work often requires
employees in formerly nonmanagerial jobs to perform managerial
activities. Students who are preparing for careers on any organizational
level can benefit from acquiring management skills. Today’s employees
need to be cross-trained and multiskilled.
C. How do we define a manager? A manager is someone who coordinates
and oversees the work of other people so that organizational goals can
be accomplished. However, keep in mind that managers may have
additional work duties not related to coordinating the work of others.
D. Managers can be classified by their level in the organization, particularly
in traditionally structured organizations—those shaped like a pyramid
(see Exhibit 1-1).
1. First-line managers (often called supervisors) are located on the
lowest level of management.
2. Middle managers include all levels of management between the
first level and the top level of the organization.
3. Top managers include managers at or near the top of the
organization who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.

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 Where Do Managers Work?
A. An organization is a deliberate arrangement of people to accomplish
some specific purpose. Organizations share three common
characteristics (See Exhibit 1-2): (1) each has a distinct purpose; (2)
each is composed of people; and (3) each develops some deliberate
structure so members can do their work.
B. Although these three characteristics are important in defining what an
organization is, the concept of an organization is changing. These
changes include: flexible work arrangements, employee work teams,
open communication systems, and supplier alliances. Organizations are
becoming more open, flexible, and responsive to changes.
Future Vision The Working World in 2025

While it’s impossible to accurately predict what the future holds for
organizations, several experts predict trends to emerge. In The Tipping Point,
Malcolm Gladwell sees several changes based on shifting demographics in the
US population. Pointing to increasing birthrates for minorities, Gladwell predicts
that the majority (white) employee will become a minority in the next forty years.
This will lead to changes in hiring, selection, compensation and underlying
assumptions about customers.

1.3 WHAT DO MANAGERS DO?

A. Management involves coordinating and overseeing the work activities of
others so that their activities are completed efficiently and effectively.
1. Coordinating and overseeing the work of others is what
distinguishes a managerial position from a nonmanagerial one.
2. Efficiency is getting the most output from the least
amount of inputs in order to minimize resource costs. Efficiency
is often referred to as “doing things right” (see Exhibit 1-3).
3. Effectiveness is completing activities so that
organizational goals are attained and is often described as “doing
the right things” (see Exhibit 1-3).

B. Management Functions.
Henri Fayol, a French industrialist in the early 1900s, proposed that
managers perform five management functions: POCCC (planning,
organizing, commanding, coordinating, and controlling).
1. Over time, Fayol’s five management functions have been
reorganized into four functions, which provide a foundation for the
organization of many current management textbooks (see
Exhibit 1-4).
a. Planning involves defining goals, establishing strategies
for achieving those goals, and developing plans to
integrate and coordinate activities.
b. Organizing involves arranging and structuring work to
accomplish the organization’s goals.
c. Leading involves working with and through people to
accomplish organizational goals.

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 d. Controlling involves monitoring, comparing, and
correcting work performance.
2. In practice, managing is not always performed in a sequence as
outlined above. Since these four management functions are
integrated into the activities of managers throughout the workday,
they should be viewed as an ongoing process.

C. Management Roles.
Henry Mintzberg, a management researcher, conducted a precise study
of managers at work. He concluded that managers perform 10 different
roles, which are highly interrelated.
1. Management roles refer to specific categories of managerial
behavior (see Exhibit 1-5).
a. Interpersonal roles include figurehead, leadership, and
liaison activities.
b. Informational roles include monitor, disseminator, and
spokesperson.
c. Decisional roles include entrepreneur, disturbance
handler, resource allocator, and negotiator.
2. Follow-up studies of Mintzberg’s role categories in different types
of organizations and at different managerial levels within
organizations generally support the idea that managers perform
similar roles.
3. Although the functions approach represents the most useful way
to describe the manager’s job, Mintzberg’s roles give additional
insight into managers’ work. Some of the 10 roles do not fall
clearly into one of the 4 functions, since all managers do some
work that is not purely managerial.

Leader Who Made A Difference

Ursula Burns, CEO of Xerox, was the first African-American woman to lead a Fortune
500 Company. Starting as a summer engineering intern more than 30 years ago, Ms.
Burns has a reputation for being bold. She took on the established culture of Xerox,
known for being polite, courteous, and discreet with her bold talk and blunt attitude. Her
challenge at Xerox is crafting strategies that will help it prosper and be an industry
leader in a digital age where change is continual.

D. Management Skills.
Managers need certain skills to perform the challenging duties and
activities associated with being a manager.
1. Robert L. Katz found through his research that managers need
three essential skills (see Exhibit 1-6).
a. Technical skills are job-specific knowledge and
techniques needed to proficiently perform specific tasks.
b. Human skills involve the ability to work well with other
people individually and in a group.
c. Conceptual skills involve the ability to think and to
conceptualize about abstract and complex situations.

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 d. Other skills are listed in Exhibit 1-7. These skills will be
highlighted in a feature at the end of each chapter
2. Developing management skills are important for aspiring
managers. To help aid students in this respect, the authors have
put together several skill-building modules in mymanagementlab.
These skills reflect a broad cross-section of the important
managerial activities that are elements of the four management
functions.

1.4. HOW IS THE MANAGER’S JOB CHANGING?

Security threats, corporate ethics scandals, global economic and political
uncertainties, and technological advancements should be discussed. While all
managers will not have to manage under tragically demanding circumstances,
how managers manage in today’s workplace is changing.

A. Importance of Customers to the Manager’s Job

With all of the technology available to managers, it is possible now more
than ever to lose touch with customers. Face to face contact is being
replaced by e-mails and text messages. In a service oriented economy,
like the United States, the need to deliver high quality customer service
is the basis for competitiveness. As a result, many managers are re-
discovering that importance of a customer-responsive organization
where employees are friendly, courteous, accessible, and responsive to
customer needs.
B. Importance of Social Media to the Manager’s Job
The new frontier in communication is social media. Platforms such as
Facebook and Twitter have moved beyond personal uses to work and
managers need to understand their power and dangers. In some cases,
social media can enhance customer relationships, help better manage
customers and tap into talent.

C. Importance of Innovation to the Manager’s Job

“Nothing is more risky than not innovating.” All organizations innovate,
however, a problem for organizations is working to get all employees
involved in the innovation process. Managers can respond to this need
by creating a “team close,” a time when all employees are scheduled to
close the store and leave together. This helps create an attitude of
working together and commitment.
D. Importance of Sustainability to the Manager’s Job
Today’s organizations agree that the time has come for managers to
embrace both sustainability and green management. Sustainability has
been defined as 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. This
view widens the concept of social responsibility to include twenty-first
century environmental issues (i.e. the greening of management) and
global societal challenges.

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1.5 WHY STUDY MANAGEMENT?
The importance of studying management in today’s dynamic global environment
can be explained by looking at the universality of management, the reality of
work, and the rewards and challenges of being a manager.
A. The Universality of Management.
Without a doubt, management is needed in all types and sizes of
organizations, at all organizational levels, and in all organizational work
areas throughout the world. (See Exhibit 1-9)
1. We interact with organizations each day of our lives. Every
product we use, every action we take, is provided by or affected
by organizations. Well-managed organizations develop a loyal
customer base, grow, and prosper.
2. Students who study management gain the ability to recognize
and encourage good management practices; just as important,
they learn to recognize poor management and how to correct it.
B. The Reality of Work.
After graduation, students will either manage or be managed. A course
in management provides insight and understanding about behaviors of
supervisors and the internal operations of organizations. An individual
does not have to aspire to be a manager in order to benefit from taking a
course in management.
C. Rewards and Challenges of Being a Manager (see Exhibit 1-10)
1. Challenges
a. Managers may have difficulty in effectively blending the
knowledge, skills, ambitions, and experiences of a diverse
group of employees.
b. A manager’s success typically is dependent on others’
work performance.
2. Rewards
a. Managers have an opportunity to create a work
environment in which organizational members can do their
work to the best of their ability and help the organization
achieve its goals.
b. Managers often receive recognition and status in the
organization and in the larger community; influence
organizational outcomes; and receive appropriate
compensation.
c. Knowing that their efforts, skills, and abilities are needed
by the organization gives many managers great
satisfaction.

ANSWERS TO REVIEW AND DISCUSSION

QUESTIONS

1. How do managers differ from nonmanagerial employees?

The answer to this question used to be straightforward, but the line between
managerial and nonmanagerial employees has blurred as more employees take on

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task once reserved for managers. To keep the answer from becoming too complicated,
the best way to address this question is to focus on the fact that a manager’s job is
about helping others do their work. (LO: 1, Learning Outcome: Explain why managers
are important to organizations, AACSB: Analytic skills)

2. Is your course instructor a manager? Discuss in terms of managerial functions,

managerial roles, and skills.

Course instructors (in contrast to individuals who hold positions such as

department head) are not usually classified as managers. In most situations, a course
instructor does not fall within the definition of a manager when utilizing managerial
functions, mainly because students are clients rather than employees. In some cases,
an instructor has little input about course content or how it is to be taught. In these
instances, the instructor makes few managerial decisions.

In terms of managerial roles, course instructors may be involved in some ways in the
interpersonal, informational, and decisional roles. For example, a course instructor
could be seen as a liaison (interpersonal role), a monitor and disseminator (both
informational roles), and a disturbance handler and negotiator (both decisional roles).

Regarding managerial skills, course instructors certainly need technical skills—

knowledge about the latest research and conceptual developments in a particular
discipline. They also need significant human skills as they interact with their students.
To a limited extent, the instructor utilizes conceptual skills as courses are planned or as
departmental curriculums are debated. (LO: 2, Learning Outcome: Tell who managers
are and where they work, AACSB: Reflective thinking skills)

3. “The manager’s most basic responsibility is to focus people toward performance of

work activities to achieve desired outcomes.” What’s your interpretation of this
statement? Do you agree with this statement? Why or why not?

This statement means that a manager’s job or responsibility is to coordinate and/or

focus subordinates’ energies toward performance outcomes that will result in the
achievement of organizational goals. By definition, management is coordinating and
overseeing the work activities of others so that their activities are completed efficiently
and effectively. Therefore, most managers and management scholars would agree with
this statement. Coordinating others’ work activities is what distinguishes a manager’s
job from a nonmanagerial one. (LO: 3, Learning Outcome: Describe the functions,
roles, and skills of managers, AACSB: Reflective thinking skills)

4. Explain the universality of management concept. Does it still hold true in today’s
world? Why or why not?

Management principles are needed for the efficient and effective operation of
organizations, regardless of the level of the manager or the industry in which they
operate. This is true for today’s organizations now more than ever. The global
environment of today ensures that organizations will face staunch competition. Failure

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and weakness on the part of management ultimately lead to loss of market share and
organizational closure. Also, gone are the days when managers could ‘bluff’ their way
through their dealings with employees who have become more demanding and aware
of their legal rights. (LO: 5, Learning Outcome: Explain the value of studying
management, AACSB: Reflective thinking skills)

5. Is business management a profession? Why or why not? Do some external

research in answering this question.

According to the Occupational Outlook Handbook published by the Bureau of Labor

Statistics, management is a profession. In addition to the concept of an administrative
manager, the Occupational Outlook Handbook list a variety of specific types of
management positions, such as management analysts, management consultants,
management development specialist (such as human resource managers). According
to the Bureau of Labor Statistics (BLS), administrative services managers held about
247,000 jobs in 2006 with 12% expected in the next ten years. The majority of jobs
identified by the BLS, shows that about 65 percent worked in service-providing
industries, including Federal, State, and local government; health care; finance and
insurance; professional, scientific, and technical services; administrative and support
services; and educational services, public and private. The remaining managers worked
in wholesale and retail trade, in management of companies and enterprises, or in
manufacturing. (LO: 5, Learning Outcome: Explain the value of studying management,
AACSB: Reflective thinking skills)

6. Does the way that that contemporary organizations are structured appeal to you?
Why or why not?

Exhibit 1-10 lists some of the important differences between the traditional
organization and the contemporary organization. These differences include
flexible work arrangements, employee work teams, open communication
systems, and supplier alliances. Organizations are becoming more open,
flexible, and responsive to changes. Students should reflect on these new
elements and defend their selections. ( LO: 4, Learning Outcome: Describe the
factors that are reshaping and redefining the manager’s job, AACSB: Reflective
thinking skills)

7. In today’s environment, which is more important to organizations—efficiency or

effectiveness? Explain your choice.

Both are integral to effective management. Management refers to the process of

coordinating and integrating work activities so that they’re completed efficiently
and effectively with and through other people. Efficiency is getting the most
output from the least amount of inputs, the goal of which is to minimize resource
costs (see Exhibit 1-2). Effectiveness is completing activities so that
organizational goals are attained; often described as “doing the right things” (see
Exhibit 1-2). (LO: 1, Learning Outcome: Explain why managers are important to
organizations, AACSB: Analytic skills)

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8. “Management is undoubtedly one of humankind’s most important inventions.” Do
you agree with this statement? Why or why not?

While most people do not see ‘management’ as an invention, it is safe to say

that without the principles of management and the guidance of managers in
organizations, we as a society would not have reached the level of development
that we enjoy today. The goal of management centers on the art of getting
things done. Without organizations and their managers, it would be impossible
to accomplish what has been done in history so far. It is has always been up to
managers to coordinate and oversee work activities in the art of getting things
done in the areas of agriculture, medicine, science, and manufacturing. (LO: 5,
Learning Outcome: Explain the value of studying management, AACSB: Reflective
thinking skills)

ETHICS DILEMMA

Like Micah and Ryan in the Let’s Get Real scenarios, the transition to management can
be difficult. Ask students what obligation the organization maintains for helping new
managers adapt to their position. Also, what are the consequences for starting
employees in positions where their actions can have a profound on the organization
and others around them. LO: 3, Learning Outcome: Describe the functions, roles, and
skills of managers, AACSB: Ethical understanding and reasoning abilities)

SKILLS EXERCISE: DEVELOPING YOUR

POLITICAL SKILLS

As referenced in Exhibit 1-7, there are many skills important to managers. One
important skill is their ability to understand and navigate political situations. In this
exercise students work on building their own political skills based on 4 steps:
developing networking ability, working on gaining interpersonal influence, developing
social astuteness, and being sincere. Students are encouraged to take notes to track
their progress and then to evaluate their own level of political skill development. (LO: 3,
Learning Outcome: Describe the functions, roles, and skills of managers, AACSB:
Analytic skills)

WORKING TOGETHER: TEAM EXERCISE

In groups of three to four individuals, students are asked to discuss their experience
with both good and bad managers. Students should make a list of both good and bad
management behaviors and relate these to the functions of management and which
management skills they think it falls under. After the groups develop their list, they

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should share with the rest of the class. (LO: 3, Learning Outcome: Describe the
functions, roles, and skills of managers, AACSB: Communication skills)

LEARNING TO BE A MANAGER

 Use the most current Occupational Outlook Handbook (U.S. Department of

Labor, Bureau of Labor Statistics) to research three different categories of
managers. For each, prepare a bulleted list that describes the following: the
nature of the work, training and other qualifications needed, earnings, and job
outlook and projections data.

 Get in the habit of reading at least one current business periodical (Wall Street
Journal, BusinessWeek, Fortune, Fast Company, Forbes, etc.). Keep a file of
interesting information you find about managers or managing.

 Using current business periodicals, find 10 examples of managers you would

describe as master managers. Write a paper describing these individuals as
managers and why you feel they deserve this title.

 Steve’s and Mary’s suggested readings: Stephen P. Robbins, The Truth About
Managing People, 2d ed. (Financial Times/Prentice Hall, 2007); Gary Hamel,
The Future of Management (Harvard Business School, 2007); Rod Wagner and
James K. Harter, 12 Elements of Great Managing (Gallup Press, 2006); Marcus
Buckingham, First Break All the Rules: What the World’s Greatest Managers Do
Differently (Simon & Schuster, 1999); and Peter F. Drucker, The Executive in
Action (Harper Business, 1985 and 1964).

 Interview two different managers and ask them at least three of the questions
listed in the Let’s Get Real: Meet the Managers and Let’s Get Real: F2F boxes
in the chapter. Type up the questions and their answers to turn in to your
professor.

 Accountants and other professionals have certification programs to verify their

skills, knowledge, and professionalism. What about managers? Two certification
programs for managers are the Certified Manager (Institute of Certified
Professional Managers) and the Certified Business Manager (Association of
Professional in Business Management). Research each of these programs.
Prepare a bulleted list of what each involves.

 In your own words, write down three things you learned in this chapter about
being a good manager.

 If you’re involved in student organizations, volunteer for leadership roles or for

projects where you can practice planning, organizing, leading, and controlling
different projects and activities. You can also gain valuable experience by taking
a leadership role in class team projects.

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  Self-knowledge can be a powerful learning tool. Go to mymanagementlab and
complete any of these self-assessment exercises: How Motivated Am I to
Manage? How Well Do I Handle Ambiguity? How Confident Am I in My Abilities
to Succeed? or What’s My Attitude Toward Achievement? Using the results of
your assessments, identify personal strengths and improve your weaknesses.

ANSWERS TO CASE APPLICATION 1

QUESTIONS

Building A Better Boss

1. Describe the findings of Project Oxygen using the functions approach,

Mintzberg's roles approach, and the skills approach.

Students should easily be able to apply several of Fayol’s four functions and
Mintzberg’s roles. For example, vision and strategy goes with Fayol’s
planning function and Mintzberg’s decision roles. The easiest application will
be Katz’s three skill: conceptual skills, human skills and technical skills. ( LO: 3,
Learning Outcome: Describe the functions, roles, and skills of managers, AACSB:
Analytic skills)
2. Are you surprised at what Google found out about "building a better boss?"
Explain your answer.

Most students will not be surprised that Google puts a good deal of effort into
managing their employees. In my personal experience, I find that students
have heard a lot about the benefits and rewards of being employed by the
now world famous company. However, if pressed, students often don’t know
what Google does other than provide a search engine. It would be
enlightening for many students to explore the different projects that Google
has undertaken and how these projects require good managers. ( LO: 1,
Learning Outcome: Explain why managers are important to organizations, AACSB:
Reflective thinking skills)

3. What's the difference between encouraging managers to be great managers

and knowing what being a great manager involves?

Encouraging managers to do their best is a great example of consideration (a

topic discussed in the chapter on leadership), however, by itself it is not
enough to make sure that employees understand their role and the
requirements of their job (another topic discussed in leadership; see initiation
structure). Both behaviors are important if managers are going to be
successful. (LO: 1, Learning Outcome: Explain why managers are important to
organizations, AACSB: Reflective thinking skills)
4. What could other companies learn from Google's experiences?

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 Many students have probably worked odd jobs or part time for smaller
organizations. Looking at the Project Oxygen program developed by Google,
students should see that larger companies often put a lot of effort into the
training and development of their employees and their managers. The lesson
to be learned is that companies benefit when they pay attention to the efficient
and effective training of managers. ( LO: 4, Learning Outcome: Describe the
factors that are reshaping and redefining the manager’s job, AACSB: Analytic skills)

5. Would you want to work for a company like Google? Why or why not?

Again, students have probably heard about the unique benefits offered by
Google. The company is often highly ranked on Fortune Magazine’s “100
Best Companies to Work For.” These benefits are attractive to students and
the fast paced and challenging environment may appeal to many students.
However, it is worthy to note that Google is a demanding employer and
require a lot of loyalty and time commitments from their employees. ( LO: 4,
Learning Outcome: Describe the factors that are reshaping and redefining the
manager’s job, AACSB: Reflective thinking skills)

ANSWERS TO CASE APPLICATION 2

QUESTIONS

Saving the World

1. Keeping professionals excited about work that is routine and standardized

and chaotic is a major challenge for Symantec's managers. How could they
use technical, human, and conceptual skills to maintain an environment that
encourages innovations and professionalism?

Discuss with students the potential side effects of routine and standardized
jobs. For the most part, employees at Symantec are focusing only on
technical skills – finding and killing viruses. While these types of jobs create
certain efficiencies, they are also less motivating than jobs that contain a
variety of tasks. Skill variety can be enhanced at Symantec by having
employees utilize a number of different human and conceptual skills. This
would include having employees talk with clients and other external
constituents as well as be involved in planning sessions for new products.
(LO: 3, Learning Outcome: Describe the functions, roles, and skills of managers,
AACSB: Analytic skills)

2. What management roles would operations manager Patrick Fitzgerald be

playing as he (a) had weekly security briefing conference calls with coworkers
around the globe, (b) assessed the feasibility of adding a new network
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 consulting service, (c) kept employees focused on the company's commitment
to customers?

Using Mintzberg’s managerial roles, (a) informational, specifically a

disseminator role; (b) decisional, specifically a entrepreneurial role; and (c)
interpersonal, specifically a leader role. ( LO: 3, Learning Outcome: Describe the
functions, roles, and skills of managers, AACSB: Analytic skills)

3. Go to Symantec's Web site [[Link]] and look up information

about the company. What can you tell about its emphasis on customer
service and innovation? In what ways does the organization support its
employees in servicing customers and in being innovative?

Encourage students to explore Symantec’s website from the perspective of a

potential job applicant. There is a place for students to learn about the
company and a page addressing careers at the company. Symantec tells their
story of success and encourages the reader explore how the company
contributes to areas other than simply finding and stopping computer viruses.
This points to Symantec’s social responsibility and their pursuit of innovative
products and services. (LO: 4, Learning Outcome: Describe the factors that are
reshaping and redefining the manager’s job, AACSB: Use of information technology)

4. What could other managers learn from Patrick Fitzgerald and Symantec's
approach?

Fitzgerald has taken a company with a simple mission, to find and kill
computer viruses, and expanded its mission to include innovative solutions
and a motivating work environment. This is a challenge for managers today
as they focus on becoming cost conscious without losing their edge to remain
relevant in today’s work environment. To apply two important concepts from
this chapter, many managers have become obsessed with a focus on
efficiency and lost their passion for providing effective solutions to customer
problems. (LO: 4, Learning Outcome: Describe the factors that are reshaping and
redefining the manager’s job, AACSB: Reflective thinking skills)

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