Management
Fourteenth Edition, Global Edition
Chapter 1
Managers and You in the
Workplace
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Chapter 1
Introduction to Management
Management and Managers
Efficiency and Effectiveness
Managerial Levels Managerial Roles
Managerial Skills Organizations
Functions of Management
The value of studying management
Challenges and rewards of Being a Manager
1-2
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Who Is a Manager?
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
Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified
as first-line, middle, or top.
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Classifying Managers
• First-Line Managers: manage the work of non-
managerial employees
• Middle Managers: manage the work of first-line
managers
• Top Managers: responsible for making
organization-wide decisions and establishing
plans and goals that affect the entire organization
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Where Do Managers Work?
• Organization: a deliberate arrangement of people
to accomplish some specific purpose
• 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
Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose,
deliberate structure, and people.
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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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Efficiency and Effectiveness
• Efficiency: doing things right
– getting the most output from the least amount
of input
• Effectiveness: doing the right things
– attaining organizational goals
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Exhibit 1-3
Efficiency and Effectiveness in Management
Exhibit 1-3 shows that whereas efficiency is concerned with the means of getting things
done, effectiveness is concerned with the ends, or attainment of organizational goals.
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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
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Exhibit 1-4
Four Functions of Management
Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
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Mintzberg’s Managerial Roles and a
Contemporary Model of Managing
• Roles: specific actions or behaviors expected of
and exhibited by a manager
• Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision-making
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Types of Roles
• Interpersonal
– Figurehead, leader, liaison
• Informational
– Monitor, disseminator, spokesperson
• Decisional
– Entrepreneur, disturbance handler, resource
allocator, negotiator
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Three Types of Roles
• Interpersonal roles
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator,
negotiator
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Exhibit 1-5
Mintzberg’s Managerial Roles
Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
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Management Skills
• 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
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Exhibit 1-6
Skills Needed at Different Managerial Levels
Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial
levels.
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The Universality of Management
• The reality that management is needed in all types
and sizes of organizations, at all organizational
levels, in all organizational areas, and in
organizations no matter where located
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Exhibit 1-9
Universal Need for Management
Exhibit 1-9 shows that management is universally needed in all types of, and throughout all
areas of, organizations.
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Challenges of Being a Manager
• 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
• 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
Rewards Challenges
Create a work environment in which organizational Do hard work
members can work to the best of their ability
Have opportunities to think creatively and use May have duties that are more clerical than
imagination managerial
Help others find meaning and fulfillment in work Have to deal with a variety of personalities
Support, coach, and nurture others Often have to make do with limited resources
Work with a variety of people Motivate workers in chaotic and uncertain situations
Receive recognition and status in community and Blend knowledge, skills, ambitions, and experiences
organization of diverse work group
Play a role in influencing organizational outcomes Success depends on others’ work performance
Receive appropriate compensation in the form of Blank cell
salaries, bonuses, and stock options
Good mangers are needed by organizations Blank cell
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Thank you
1-24
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