Chapter 1
FOUNDATIONS OF MANAGEMENT
AND ORGANIZATIONS
PRINCIPLES OF MANAGEMENT
MGT210
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LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
Describe how to classify managers in organizations.
What Is Management?
Define management.
Explain why efficiency and effectiveness are important to
management.
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L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
What Do Managers Do?
Describe the four functions of management.
Explain Mintzbergs managerial roles.
Describe Katzs three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
Discuss the changes that are impacting managers jobs.
Explain why customer service and innovation are
important to the managers job.
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L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
What Is An Organization?
Describe the characteristics of an organization.
Explain how the concept of an organization is changing.
Why Study Management?
Explain the universality of management concept.
Discuss why an understanding of management is
important.
Describe the rewards and challenges of being a manager.
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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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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.
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Exhibit 11 Managerial Levels
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What Is Management?
Managerial Concerns
Effectiveness
Doing the right things
Attaining organizational
goals
Efficiency
Doing things right
Getting the most output
for the least inputs
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Exhibit 12 Effectiveness and Efficiency in Management
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What Do Managers Do?
Functional Approach
Planning
Defining goals, establishing strategies to achieve goals,
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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110
Exhibit 13 Management Functions
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111
What Do Managers Do? (contd)
Management Roles
Approach (Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Disturbance handler, resource
allocator, negotiator
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112
What Managers Actually Do (Mintzberg)
Interaction
with others
with the organization
with the external context
of the organization
Reflection
thoughtful thinking
Action
practical doing
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113
What Do Managers Do? (contd)
Skills Approach
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 15 Skills Needed at Different Management Levels
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Exhibit 17 Management Skills and Management Function Matrix
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How The Managers Job Is Changing
The Increasing 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.
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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Exhibit 18
Changes Impacting
the Managers Job
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What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
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Exhibit 19 Characteristics of Organizations
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Exhibit 110 The Changing Organization
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Why Study Management?
The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards
for their efforts.
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Exhibit 111 Universal Need for Management
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Exhibit 112 Rewards and Challenges of Being A Manager
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Terms to Know
manager
first-line managers
middle managers
top managers
management
efficiency
effectiveness
planning
organizing
leading
controlling
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management roles
interpersonal roles
informational roles
decisional roles
technical skills
human skills
conceptual skills
organization
universality of
management
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Thank You
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