MANAGERS IN

THE WORKPLACE

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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
•First-line Managers – Direct non-managerial employees.
Examples: Supervisor, Team Leader
•Middle Managers – Manage the activities of other managers.
Examples: District Manager, Division Manager
•Top Managers- Make decision about the direction of the
organization. Examples: President, Chief Executive Officer,
Vice-President

1-6
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 HOW ARE MANAGERS DIFFERENT FROM
NON-MANAGERIAL EMPLOYEES

▶ Non-managerial employees
▶ People who work directly on a job or task and
have no responsibility for overseeing the work
of others
▶ Examples: Associates and Team Members

▶ Managers
▶ Individuals in organizations who direct the
activities of others.

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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 is the process of getting things done

effectively and effectively, with and through people.

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 EFFECTIVENESS AND EFFICIENCY
Efficiency Effectiveness
▶ Doing things
▶ Doing the right
right
things
• Getting the most
output for the • The tasks that help
least inputs. The an organization
efficient use of such reach its goals
resources as people,
money, and equipment
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 EXHIBIT 1-3
EFFICIENCY AND EFFECTIVENESS IN
MANAGEMENT

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 R
E
G
S O
O A
U L
Means R Ends
Goals
Efficiency High A Effectiveness
C Low waste
attainment T
E T
A
U IN
S M
A E
N
G
T
E
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 WHAT DO MANAGERS DO?

In the functions approach proposed

by French industrialist Henri Fayol,
all managers perform certain
activities or functions.

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 THE FOUR MANAGEMENT
FUNCTIONS

Planning – Defining the organizational

purpose and ways to achieve it
▶ Organizing – Arranging and structuring
work to accomplish organizational goals.
▶ Leading – Directing the work activities
of others
▶ Controlling – Monitoring, comparing,
and correcting work performance

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 EXHIBIT 1-4
FOUR FUNCTIONS OF MANAGEMENT

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 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.

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 THREE TYPES OF ROLES
• Interpersonal roles
– Figurehead (H), leader (L), liaison (H)
• Informational roles
– Monitor, disseminator (H), spokesperson (H)
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator,
negotiator (H)

H-Higher-level Managers
L-Lower-level Managers

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 ▶ Interpersonal: This role involves human
interaction.
▶ Informational: This role involves the sharing
and analyzing of information.
▶ Decisional: This role involves decision making.
▶ Monitor: Seek and receive information; scan
periodicals and reports; maintain personal
contact with stakeholders.
▶ Disseminator: Forward information to
organization members via memos, reports, and
phone calls.
▶ Spokesperson: Transmit information to
outsiders via reports, memos, and speeches.
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 ▶ Figurehead: Perform ceremonial and
symbolic duties, such as greeting visitors
and signing legal documents.
▶ Leader: Direct and motivate
subordinates; counsel and communicate
with subordinates.
▶ Liaison: Maintain information links both
inside and outside organization via mail,
phone calls, and meetings.

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 ▶ Entrepreneur: Initiate improvement projects;
identify new ideas and delegate idea
responsibility to others.
▶ Disturbance Handler: Take corrective action
during disputes or crises; resolve conflicts
among subordinates; adapt to environments.
▶ Resource Allocator: Decide who gets
resources; prepare budgets; set schedules and
determine priorities.
▶ Negotiator: Represent department during
negotiations of union contracts, sales,
purchases, and budgets.
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 EXHIBIT 1-5
MINTZBERG’S MANAGERIAL ROLES

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 MINZBERG MANAGER’S ROLE: UPDATE
▶ Manager’s role is to influence action by:
1. Managing actions directly
2. Managing people who take action
3. Managing information that propels people to
take action
▶ Manager’s dual roles include:
1. Framing: Framing the problems
2. Scheduling: Who will do things when and
where

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 Importance of Roles
Roles Played by Managers Roles Played by Managers
in Small Firms in Large Firms

Spokesperson High Resource allocator

Entrepreneur Liaison
Figurehead Monitor
Moderate
Leader Disturbance Handler
Negotiator

Disseminator Entrepreneur
Low

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 SKILLS MANAGERS NEED
• Technical skills
– Involve job-specific Knowledge and techniques
required to perform tasks
• Human skills
– Used to work with, understand, and motivate
individuals and groups
• Conceptual skills
– The ability to think and conceptualize about abstract
and complex situations concerning the organization.
– Used to analyze and diagnose complex situations.
• Political Skills (in big business)
– Used to build a power base and establish connections

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 EXHIBIT 1-6
SKILLS NEEDED AT DIFFERENT
MANAGERIAL LEVELS

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 EXHIBIT 1-7
IMPORTANT MANAGERIAL LEVELS

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 EXHIBIT 1-8
CHANGES FACING MANAGERS

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 THE IMPORTANCE OF CUSTOMERS
• Customers:
– Without customers, most organizations would cease
to exist.
– Managing customer relationships is the responsibility
of all managers and employees.
– Employee attitudes and behaviors play a big part in
customer satisfaction.
– Managers must create a customer-responsive
environment where employees are friendly,
knowledgeable, and sensitive to customer needs.
– 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?

▶ We all benefit from efficiently and

effectively run businesses.
▶ Well-managed organizations prosper
even in Challenging economic times.
▶ After graduation, most students
become managers or are managed.

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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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 REVIEW LEARNING OBJECTIVE 1.1

• Explain why managers are important to

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

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 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 arrangement of people to
accomplish some specific purpose.

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 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.

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 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).

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1 - 33
 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).

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 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

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 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

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