Fundamentals of Management
Global Edition
Chapter 01
Managing Today
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Who Are Managers? Where Do They
Work?
Organization
• A deliberate collection of people brought together to
accomplish some specific purpose
Common Characteristics of Organizations
• Goals: express the distinct purpose of a particular
organization
• People: make decisions and engage in work activities to
reach the organization’s goals
• Structure: systematically defines and limits its members’
behavior
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What Three Characteristics Do All
Organizations Share?
Exhibit 1-1 Three Characteristics of Organizations
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How Are Managers Different from
Nonmanagerial Employees?
Nonmanagerial Employees
• Work directly on tasks
• Not responsible for overseeing others’ work
Managers
• Direct and oversee the activities of others
• May have work duties not related to overseeing others
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What Titles Do Managers Have? (1 of 2)
Exhibit 1-2 Management Levels
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What Titles Do Managers Have? (2 of 2)
Top Managers
– Make decisions about the direction of an organization
– establish policies that affect all organizational members
Middle Managers
• Manage other managers
First-line Managers
• Direct nonmanagerial employees
Team Leaders
• Manage activities of a work team
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What Is Management? (1 of 2)
Management
• The process of getting things done effectively and
efficiently, with and through people.
• Effectiveness: Doing the right things
• Efficiency: Doing things right
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What Do Managers Do?
Ways to Look at What Managers Do
• 4 Functions Approach
• Management Roles Approach
• Skills and Competencies
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4 Functions Approach
• Planning Exhibit 1-4 Four Management Functions
• Organizing
• Leading
• Controlling
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Management Roles Approach
Exhibit 1-5 Mintzberg’s Managerial Roles
Source: Based on Mintzberg, Henry, The Nature of Managerial Work, 1st edition, © 1973
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Skills and Competencies
INTERPERSONAL SKILLS: Working well
•
CONCEPTUAL SKILLS: Analyze and diagnose with others
TECHNICAL SKILLS Possessing expert job
knowledge POLITICAL SKILLS: establishing the
Source: Simon/Fotolia right connections
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What Is Management? (2 of 2)
Exhibit 1-3 Efficiency and Effectiveness
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Is the Manager’s Job Universal? (1 of 5)
• Level in the Organization
• Profit vs. Not-for-profit
• Size of the Organization
• Management Concepts and National Borders
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Is the Manager’s Job Universal? (2 of 5)
• Level in the Organization
Exhibit 1-6 Management Activities by Organizational Level
Source: Based on T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of
Management,” Industrial Relations 4, no. 2 (1965), p. 103
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Is the Manager’s Job Universal? (3 of 5)
• Profit vs. Not-for-profit
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Is the Manager’s Job Universal? (4 of 5)
• Size of the Organization
Exhibit 1-7 Managerial Roles in Small and Large Businesses
Source: Based on J. G. P. Paolillo, “The Manager’s Self-Assessments of Managerial
Roles: Small vs. Large Firms,” American Journal of Small Business, January–March 1984,
pp. 61–62
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Is the Manager’s Job Universal? (5 of 5)
• Management Concepts and National Borders
If management concepts were transferable across countries,
they would apply universally in all parts of the world.
However, research shows that while concepts transfer easily
among many English-speaking countries, management concepts
will likely need to be modified when dealing with India, China,
Turkey, or other countries with economic, political, social, or
cultural environments that differ from those of the so-called free-
market democracies.
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What Factors are Reshaping and
Redefining Management
Welcome to the New World of Management!
• Changing Workplaces + Changing Workforce
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Why Are Customers Important to the
Manager’s Job?
Consistent, high-quality customer service is essential to
survival.
Organizations depend on their customers to exist in the marketplace.
Until recently, customer focus was thought to be the responsibility of
marketing, but organizations are now discovering that employee attitudes
and behaviors play a big role in customer satisfaction.
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Why Is Innovation Important to the
Manager’s Job?
“Nothing is more risky than not innovating.”
Innovation means doing things differently, exploring new territory,
and taking risks.
Innovation is critical and managers need to understand what, when,
where, how, and why innovation can be fostered and encouraged
throughout an organization.
Managers need to be personally innovative and to encourage their
employees to be innovative.
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Importance of Social Media to the
Manager’s Job
Social media
– Forms of electronic
communication through
which users create
communities to share
ideas, information,
personal messages, and
other content
– is a tool that needs to be
managed to be beneficial
• Connecting with customers
• Managing human resources
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Importance of Sustainability to the
Manger’s Job
Another challenge is managing in a sustainable way!!!
Efficiency, effectiveness, sustainability
What is Sustainability?
Strategy: 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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Managers Matter!
Employee productivity, loyalty, and engagement hinge on
employee/manager relationships.
Employee engagement
– When employees are connected to, satisfied with,
and enthusiastic about their jobs
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with-happiest-employees-2023-full-list
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